O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **1 APRIL 2023 - 31 MARCH 2024** CHARITY NUMBER: XN89651 COMPANY NUMBER: NI33800 COMPANY LIMITED BY GUARANTEE We fight inequality TO end poverty and injustice P A G E | 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **Cover image: Victoria Chikonde, from Zambia received non-food items (NFIs) from Oxfam partner organisation, Keepers Zambia Foundation. The project took place during the Cholera outbreak in early 2024. With Keepers Zambia Foundation, we responded to the cholera outbreak by providing cholera hygiene kits to the affected communities and schools.** _Photo: Loliwe Phiri / Oxfam_ **Shamsa Bishar Ahmed from Modogashe in Kenya received dignity kits from Oxfam and partner organisations. During drought, when water is limited, women face increased dangers to their health and safety. Seven out of 10 girls miss up to a week of school every month because they can9t access sanitary pads. Oxfam in partnership with MID-P responded to these hygiene needs by offering dignity kits to 600 adolescent girls in Isiolo county.** _Photo: Mark Wahwai/ Oxfam_ P A G E | 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## C O N T E N T S **ABOUT US** Page **4 STORIES FROM 2023-2024** Page **7 OXFAM’S GLOBAL REACH AND SCALE** Page **9 MESSAGE FROM THE CHAIR** Page **10 MESSAGE FROM THE CEO** Page **12 OUR VISION FOR 2030** Page **15 RESOURCING TO DELIVER** Page **39 A VOICE FOR CHANGE** Page **46 OUR COMMITMENT TO THE ENVIRONMENT** Page **48 PROTECTING OUR PEOPLE** Page **52 MANAGEMENT STRUCTURE** Page **54 DIRECTORS’ REPORT AND STRATEGIC REPORT** Page **60 INDEPENDENT AUDITORS’ REPORT** Page **75 OUR FINANCES** Page **79** P A G E | 3 **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## O U R F O U R G L O B A L G O A L S : **1. Just Economies:** People and the planet are at the centre of just and sustainable economic systems. **2. Gender Justice:** Women and girls in all their diversity live free from gender oppression, discrimination and violence. **3. Accountable Governance:** Governance systems and governments are people-centred, just, inclusive, accountable and planet-focused. **4. Climate Justice:** The climate crisis is abated; environmental 8tipping points9 are averted by radical solutions which improve well-being, and there is environmental justice for all. ## A B O U T U S Oxfam is a global movement of people who oght inequality to end poverty and injustice. We9re committed to ending poverty in the long-term, as well as addressing its devastating impacts right now. Together, we improve and save the lives of those hardest hit by poverty and injustice and campaign for a fairer, more sustainable world. Oxfam Ireland is one of 21 Oxfam afoliates working together to provide support in 81 countries across the world. We9re part of a global confederation of independent and interconnected afoliates, each with their own areas of activity and expertise. We combine to achieve shared goals. Oxfam Ireland mobilises the power of people to create lasting change. We believe that everyone has the right to thrive in a just and sustainable world and we work collaboratively to challenge the inequalities that undermine this. When someone is denied their rights 3 to education, healthcare, land or essentials like water and food 3 the result is predictable, it9s poverty. As part of the Oxfam confederation, Oxfam Ireland delivers specioc programmes in Africa and the Middle East 3 in the Democratic Republic of Congo (DRC), Malawi, South Sudan, Somalia and Somaliland, Uganda, Zimbabwe, Zambia, Occupied Palestinian Territory, Rwanda and Syria. In 2023, we secured a multi-year, multi country project under the EU-funded ReCIPE: 8Recentering the Civic Internet through Partner Engagement9 grant. This will expand our programme reach in Bolivia, El Salvador, Cambodia, Kenya, Senegal, Somalia, the Occupied Palestinian Territory, Tunisia, Uganda, and Vietnam. We also advocate and campaign at national and EU level for change that will tackle inequality, poverty and injustice across the world. Supported by people across the island of Ireland for more than six decades, we are an independent, secular and not-for-proot organisation. We have 46 shops across the island, ofoces in Belfast and Dublin, a warehouse in Dunmurry, Belfast and more than 900 volunteers supporting our oght against poverty and inequality. P A G E | 4 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## Our Values **Equality:** We believe everyone has the right to be treated fairly and to have the same rights and opportunities. ## Vision **A just and sustainable world.** **Empowerment:** We acknowledge and seek to expand people9s agency over their lives and the decisions that impact them. **Solidarity:** We join hands, support and collaborate across boundaries for a just and sustainable world. **Inclusiveness:** We embrace diversity and difference and the value the perspectives and contributions of all people and communities in their oght against poverty and injustice. **Accountability:** We take responsibility for our action and inaction and hold ourselves accountable to the people we work with and for. Who we are Mission **We fight inequality to end poverty and injustice.** **Courage:** We speak truth to power and act with a conviction that stems from the justice of our causes. P A G E | 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## Our Role ## **We challenge injustice and inequalities, shaping collective understandings and** **solutions:** We work with people to build more equal and sustainable systems. We tackle the economic inequalities that drive poverty. We speak out in solidarity on unpaid care work, tax justice, climate justice, and harmful business practices. Who we **across and** are ## **We work** ## **humanitarian, development influencing approaches:** We work with people and communities experiencing crisis, disaster, poverty and injustice. We support people to protect and rebuild their lives as well as ond sustainable ways to live independently, free from disadvantage and inequality. We mobilise people to stand up and speak out and to innuence those in power. **We amplify the agency and leadership of people experiencing exclusion, exploitation and crises:** We support individuals, communities and movements to demand social justice. We work with local, grassroots, feminist and youth-led organisations to call for an end to the injustices and inequalities that perpetuate poverty and crisis. Together, we demand an end to violence against women and girls and for equal access to education, employment, healthcare and other essential services for all. **We hold state and non-state actors, including corporations, to account:** We engage and work with governments, corporations and other duty bearers to ensure their policies and practices provide sustainable solutions to poverty, inequality, injustice and crises. ## Our Identity **We are rights-based:** Our work is grounded in our commitment to human rights and respect for protective legal frameworks. **We are feminist and anti-racist:** We recognise that there is no justice without justice-for-all. Our feminist and anti-racist principles guide everything we do. **We fight inequality:** We stand orm against poverty and injustice everywhere, working with people, communities, partners, and allies for just and sustainable development and solutions. **We are humanitarian:** We work with ## **We leverage our reach and resources to connect, convene and build momentum for** **our causes:** We connect activists, organisations and movements across the world, opening spaces, sharing knowledge and resources and building solidarity. We are a reliable partner and know when to follow, when to lead and when to stand side-by-side with others. communities before, during and after crises. We work to build their resilience; protect and save lives, and address together the root causes of connict and disaster. **We are both local and global:** We are a global network of locally rooted, interdependent civil society organisations. **We are driven by diversity:** We are a multicultural organisation that brings together people of different socio-cultural backgrounds, sex, genders, abilities and ages. **We are a knowledge organisation:** We consistently seek to generate new research that can drive solutions to complex problems. Our programmes, advocacy and campaigning asks are grounded in evidence and experience. P A G E | 6 O X OF AX FM A IMR EI RL EA LN AD N |D |A N AN NU NA UL A RL E RP EO PR OT R 2T 0 **2** 03 2- 23 0- **2** 04 2 4 - S T O R I E S F R O M 2 0 2 3 2 0 2 4 1 **MaMoyo owns and runs a restaurant in a caravan, helped by the skills she learned from an Oxfam programme. The proot she makes funds her two children9s education. In Matobo, southwestern Zimbabwe, Oxfam and partner organisation, Hope for a Child in Christ (HOCIC), run the Income Savings and Lending Scheme programme, as part of P A G E | 7
**----- End of picture text -----**
P A G E | 7 **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## 3 **Greenhouses have given a village in Ainabo in western Somaliland, better access to food. Asha Mohamed is the Farmers Committee Leader. Working with a local partner organisation, Oxfam started a project in the village. This has taught people climate-smart farming techniques. This region has been affected by a prolonged drought, so growing crops can sometimes be difocult. People used to entirely rely on fodder production and rainfed farming systems. When the Oxfam project introduced people to greenhouses for the orst time, people learned skills such as the best way to plant, water, transplant and prune their crops. The greenhouses are mainly used for growing tomatoes, but people use their new skills to grow things like onions and carrots in the oelds. They don9t have to import vegetables anymore.** **Click here to read the Impact story on our website** _Photo: Oxfam Somalia/Oxfam_ ## 4 **Hekima Mousa is a 19-year-old Sudanese refuge in South Sudan. She ned her country with her two children because of the recent oghting. In Akobo, she volunteered to help older refugees by cleaning and cooking for them. Working with local partners, Oxfam addresses people9s needs. This work includes drilling and repairing boreholes for clean water, as well as providing food and sanitation facilities.** _Photo: Fatuma Noor/Oxfam_ _*These ogures are based on the calendar year and renect our results from 1st January 2021 to 31st December 2021_ **P A G E | 8** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## O X F A M ’ S G L O B A L R E A C H A N D S C A L E 2 0 2 3 – 2 0 2 4 **Oxfam Ireland contributes to the 15.3 million people directly reached through the Oxfam global confederation.** **Last year, Oxfam Ireland directly and indirectly reached 2.3 million people across 11 countries through our own programme work.*** **This includes our development and humanitarian work, including programmes funded by Irish Aid and the European Union. It also includes the number of people reached through our influencing, campaigning and global citizenship education work across the island of Ireland.** **This last financial year saw the beginning of a new five-year grant with Irish Aid which saw significant reach and progress in Year One. The last year also saw the completion of a three-year grant with the European Union, which over the lifetime of the grant reached over 9.6 million directly and indirectly.** *This figure is based on both the calendar year and financial year, as per reporting period parameters. **Countries Oxfam Ireland worked in last year:** - Democratic Republic of Congo - Malawi - South Sudan - Somalia and Somaliland - Uganda - Zimbabwe - Zambia - Rwanda - Syria - Occupied Palestinian Territory - Northern Ireland and the Republic of Ireland P A G E | 9 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## M E S S A G E F R O M T H E C H A I R The last year has not been a good one for our collective world. The now three-year-old war in Ukraine continues, while Israel9s bombardment of Gaza has shocked the world. The world9s fragile food system has been disrupted by real-time climate related drought and nooding across the world, including in Southern Africa. Through all of this, Oxfam Ireland has continued its work. This includes development, humanitarian and innuencing work, while building solidarity and creating change through a network of partners, campaigners and supporters. We have supported families, working to supply water and sanitation services and other basic needs to people displaced by war, connict, famine and climate catastrophes. We have helped people to cope with trauma and shown solidarity and care to those we work with. We prioritised working with local partners to bring life-changing support to communities across our programme countries, ensuring people have access to the onance, tools and training needed to lift themselves out of poverty and build resilience. We showed solidarity with communities facing discrimination, exclusion and exploitation, especially with women, girls and people with disabilities. We partnered with feminist, youth and grassroots movements to hold those in power to account for essential services like healthcare and education and for an end to the policies and practices that perpetuate violence and injustice. We delivered all of this through a lens of feminist leadership and an awareness that women and girls are often the hardest hit by poverty and disaster. I am particularly proud of Oxfam9s voice through the annual reports at the World Economic Forum in Davos, an important counter-voice bringing attention to inequality as the world9s wealthy meet at their annual gathering. Over the last year, Oxfam Ireland made great strides in drawing attention to Ireland9s role in global inequality and to evidence how our tax system perpetuates oscal injustice and related inequality, particularly through work on a wealth tax. All of this is only possible because of the people who underpin Oxfam9s work. Our expert and effective staff work hard to make Oxfam what it is in Ireland, in our international programmes and across the global confederation. Not to mention our network of volunteers, who give their time and talent to further Oxfam Ireland9s vision and mission. We know our work relies on our capacity to access funding for programmes and on the generosity and kindness of our donors and supporters. We are very grateful for the support we are given across the island of Ireland and I want to take this opportunity to say thank you. We are now at the end of the orst three-year period of our 10 Year Strategic Framework and my fellow Board members and I have been working with Oxfam Ireland9s staff and management to build a robust plan for the next three years. This plan, Horizon Plan 2024 3 2027, aligns with Oxfam International9s overarching strategic direction and ambition and will bring greater focus, coordination, impact and accountability to Oxfam Ireland9s great work across the entire organisation. I want to thank my fellow Board members for their efforts in this and for all they9ve delivered. Over the last year, the previous Chair Susan Murphy stood down from her role in both Oxfam Ireland and the Confederation, where she played a key leadership role stewarding transformation of Oxfam9s structures. We are indebted to her work and offer her our deep gratitude. The Board of Oxfam Ireland and its committees continue to strive for good governance, and work to be accountable and transparent, working with and through Oxfam Ireland9s management team to ensure the organisation is ot for purpose, nimble and able to play an effective role in stewarding the organisation to live up to its values and to empower global south communities through localisation and other processes including feminist leadership. We are actively listening to our international partners and our staff and continually mindful of the need to improve our culture and safeguarding processes, to ensure a good workplace for our staff, to promote the dignity of our volunteers, and the wellbeing of all who work to make us who we are and contribute to our efforts. The staff of Oxfam represent the diversity and strength of the organisation. They do such incredible work, and often work remotely, it is inspiring to see them collectively inspiring and motivating each other to do the wonderful work they do. On behalf of the Board of Oxfam Ireland, let me thank all of you, staff and volunteers, across the island of Ireland and in our programme countries, donors and supporters for all you do, for your passion for justice and steadfast commitment for better world. Prof. Mary Murphy, Chairperson, Oxfam Ireland P A G E | 1 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **Professor Mary Murphy** Chairperson Oxfam Ireland P A G E | 1 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## M E S S A G E F R O M T H E C E O The close of this onancial year brought us to the end of the orst three years of our 10 Year Strategic Framework, n.
**----- End of picture text -----**
Focus Area 3: ## **Enhanced Humanitarian Action** Summary of Focus Area - Contributing to more collaborative, inclusive, principled, and effective - humanitarian action that tackles gender inequality, - Ensuring humanitarian action is locally led, more prepared and better - resourced so that it can support everyone in crisis without discriminatio **n.** P A G E | 1 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## Focus Area 4: � �������� �� ����� Summary of Focus Area � g d p g q ! " � � # gg g  $ pp % b " "$ " & Focus Area 5: '��() ��� � �� '��*�� + ,)+�-. �/� Summary of Focus Area �  $ d " " �  dd q d % # 0 g � S " d Focus Area 3: Enhanced Humanitarian Action Focus Area 6: Summary of Focus Area ;� � <= �1(21;34 51�66 7 8)-137 9:� ve, inclusive, principled, and effective �� humanitarian action that tackles gender inequality, Summary of Focus AreaEnsuring humanitarian action is locally led, more prepared and better � resourced so that it can support everyone in crisis without discrimination. d �  �  �  dd > ! �  " � d & P A G E | 1 8 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## H O R I Z O N P L A N - N E X T S T E P S This work was concluded by the end of March 2024. The next steps will see each department using the six Focus Areas and their Outcomes to develop Annual Operational Plans (AOPs) for 2024 3 2025. These AOPs will build on the Focus Area Outcomes by developing Outputs, Activities and Indicators. The Indicators will enable us to clearly and tangibly track progress and measure impact. All AOPs will recognise synergies and crossorganisational collaborations and we will prioritise shared work. Through Horizon Plan 2024 - 2027, we aim to make a greater collective impact both in programme countries and across the island of Ireland. We will also strengthen our own ways of working to ensure everything we do is in line with the values and approaches we committed to in our Strategic Framework. At the end of the three years, we plan to be more a more focused, more joined up and more thoughtful organisation with a strong and sustainable resource base and a work environment that even better enables all of us to give our very best. P A G E | 1 9 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## 1 0 y e a r s t r a t e g i c f r a m e w o r k ## **C r i t i c a l M i l e s t o n e s C h e c k l i s t** ## **– Y e a r s o n e t o f o u r : 2 0 2 0 2 0 2 4** **Milestone Notes on Status** 2020 Develop first Three-Year Horizon Plan for 2020-2023 Developed and delivered by the end of 2023. Review and adapt Trading Strategy in response to the ongoing impact of the Covid-19 pandemic Enhance our Management Information Systems to enable staff to work more effectively as a flexible, dispersed and well-connected team **2021** Define and embed an organisational culture Work began on this in 2021 as part of the transition to our new 10 Year Strategic Framework. We aim to complete this work under Horizon Plan 2024 – 2027. Begin to transition existing programmes and influencing work This will be further enhanced according to the new strategic framework and invest in new initiatives under Horizon Plan 2024 – 2027. to achieve our goals Develop a new fundraising strategy to support Oxfam Ireland to grow This will be further enhanced and diversify its income up to 2030 under Horizon Plan 2024 – 2027. A key output under the Ways of Working Focus Area is delivering an **ambitious income generation strategy that invests in and maximises opportunities across public fundraising, trading and institutional funding.** Deploy a new influencing agenda which challenges inequality, climate In 2024, we established a Public change and promotes gender justice. Affairs Department which brought the Communications and Campaigns and Policy and Advocacy teams together under one strategic function. This department’s work under Horizon Plan 2024 – 2027 will further enhance work delivered under this milestone, including cross-organisationally. On Track Largely on Track Off Track P A G E | 2 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## 1 0 y e a r s t r a t e g i c f r a m e w o r k ## **C r i t i c a l M i l e s t o n e s C h e c k l i s t ( C o n t d ) – Y e a r s o n e t o f o u r : 2 0 2 0 2 0 2 4** ## **Milestone** ## **Notes on Status** |Develop a monitoring and reporting framework for measuring results
and impact|This will be further enhanced
under Horizon Plan 2024 – 2027.
A key priority under Horizon Plan
2024 – 2027 is further
establishing a robust planning,
monitoring, learning and
accountability culture.| |---|---| |**2022**|| |Implement learning and knowledge approaches to help us understand
how we contribute to systems change|| |Further strengthen organisational systems, policies and processes
aligned to restricted funding obligations|This will be progressed under
Horizon Plan 2024 – 2027.| |Develop and implement a new supporter engagement strategy|This will be fully delivered under
Horizon Plan 2024 – 2027.| |Develop a new partnership strategy|| |**2023**|| |Achieve formal recognition for our top-class governance processes|We have seen significant
improvement in this area since
2020, including by being
shortlisted for the Good
Governance Awards several
times. It is our ambition to
continue to improve across all
our governance processes and
structures and become
award-winning.| |Complete and evaluate first Three-Year Horizon Plan for 2020 - 2023|| |**2024**|| |Financial position has stabilised|| |Stock take on organisational culture|This will be fully delivered under
Horizon Plan 2024 – 2027.| |Develop second Three-Year Horizon Plan for 2024 - 2027|The Focus Areas and Outcomes
under Horizon Plan 2024 – 2027
have been established. The next
step is to use these to develop
cross-organisational Annual
Operational Plans and metrics.| On Track Off Track Largely on Track P A G E | 2 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **Ciciliya Simati, a Cyclone Freddy survivor, looking at a photo taken a few days after Cyclone Freddy at her home in a village in southern Malawi on 3 October 2023. Shortly after the cyclone, Oxfam provided cash support to help people meet their urgent needs.** _Photo: Thoko Chikondi / Oxfam_ P A G E | 2 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## O U R V I S I O N F O R 2 0 3 0 ## O U R F O U R G O A L S A N D S T R A T E G I C O B J E C T I V E S ## S U M M A R Y O F P R O G R E S S In line with our 10 Year Strategic Framework, we delivered a range of programme work, including long-term development projects, humanitarian action, innuencing and campaigning, to achieve our four goals 3 Just Economies, Gender Justice, Climate Justice and Accountable Governance. Our overarching objective across our programme work was, and is, to enable communities to realise their rights, exercise leadership and build resilience for a life free from poverty, violence, and discrimination. In the last onancial year across EU and Irish Aid funded development, humanitarian and innuencing programmes, we directly reached 109,370 people and indirectly reached 2,184,366 people. In addition to this, we reached a further 20,223 people through our innuencing, campaigning and global citizenship education work across the island of Ireland. Combined this means we reached 2.3 million people directly and indirectly in the last year alone. The last onancial year saw the beginning of a new ove-year programme response under Irish Aid9s Irish Civil Society Programme (ICSP). This built on the success of our development, humanitarian, innuencing and public engagement work under the previous six-year Irish Aid grant. It incorporated key learnings. The ICSP (2023 3 2027) represents a new, blended programme that works across development, humanitarian, and acute crisis streams to bring greater coordination and effectiveness. It also includes a Global Citizenship Education programme that increases awareness and understanding about development and humanitarian issues and P A G E | 2 3 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 facilitates critical exploration and action by people in Ireland. Despite being in its nedgling stages, the ICSP has delivered signiocant scope and progress. In Year One it reached 60,155 people directly and an estimated 839,366 people indirectly across the seven programme countries. The ICSP can also spotlight some early achievements in terms of best practice, for example, the pilot Farmer Field Schools in Zimbabwe, Malawi and Zambia established to promote climate-smart agricultural technologies while providing communities with fresh food and income. In the last year, we also secured funding from the European Commission to deliver an innovative programme focusing on digital rights. The ReCIPE (Recentering the Civic Internet through Partner Engagement) project will contribute to the creation of a digital environment that respects and upholds people9s rights and promotes equality, gender justice and social well-being and protects civic space. It will leverage digital innovation technologies to unlock opportunities and ond solutions to the problems facing the communities and partners we work with. This work began in January 2024 and will scale up across 2024/2025. Across our programme work, we follow a Localisation Model and this continued to be a priority over the last year. Localisation means supporting local and national organisations, or partners, to respond to the issues impacting their communities and develop their own solutions. Local partners are embedded in the communities we work with so they can respond quickly when crises happen. They also best understand the cultural context where they are working. Strengthening local links means that local organisations can take the lead when we are addressing the root causes of poverty. Embedding a BJ
C
E
I
O C
G
T
E
I
T
V
A
E
R S
T
S
**----- End of picture text -----**
1. Transformed economic models and practices that address poverty and inequality, prevent exploitation and abuse, and advance environmental and social well-being. 2. Fairer tax systems in Ireland and globally and an end to tax avoidance by corporations and wealthy individuals. 3. Better mechanisms to help communities prevent, mitigate and respond to shocks and crises while supporting resilience and early recovery. 4. The private sector aligns its core business strategies and purpose with the Sustainable Development Goals and human rights principles. P A G E | 2 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 H e r e a r e j u s t s o m e o f o u r k e y a c t i v i t i e s t o f u r t h e r t h e s e o b j e c t i v e s i n 2 0 2 3 / 2 0 2 4 : T h r o u g h o u r p r o g r a m m e s : 400 Households in South Sudan were provided with oshing gear and 300 households were provided with seeds and tools for food-producing economic activities. 348 Households were given cash assistance during the lean season in South Sudan. The lean season is the time of year when it9s most difocult to ond enough food. 105 People were trained on early warning and early action, disaster management, and community fund handling in Somalia (land). Oxfam, along with the National Disaster Preparedness and Food Reserve Authority (NADFOR), formed Disaster Risk Management committees in 15 project areas. Each village received $1,000 as seed capital. Committees oversee fund management. T h r o u h o u r i n f l u e n c i n a n d g g c a m p a i g n i n g w o r k : We continued our work on economic justice, in particular our advocacy work on taxing extreme wealth and on corporations - " In January, our report 3 Inequality Inc 3 published to coincide with the World Economic Forum in Davos showed how corporate power divides our world and argued for a new era of public action. It showed how, since the beginning of the decade the richest ove men in the world have doubled their fortunes. During the same period, almost ove billion people globally have become poorer. This report calls for a wealth tax and moves to curb excess corporate power received widespread coverage and was raised on the noor of the Dáil. - " Our pre-budget submission strengthened our call for a permanent wealth tax and temporary windfall taxes to yield income that could address national issues as well as our international commitments on Overseas Development Assistance, climate onance and humanitarian action. - " Oxfam Ireland was a guest of the Budgetary Oversight Committee where we presented evidence and argued for smarter taxation of assets and wealth. - " We met directly with a Vice President of the World Bank, alongside other NGOs and pressed the need for the institution to publish international inequality statistics and to work with countries on policy plans to reduce income inequality. - " We were happy to play our part in the Tax Justice coalition culminating in the report of UN9s Economic, Social and Cultural Rights Committee calling on Ireland to strengthen measures to combat tax evasion and tax fraud, with a particular focus on wealthy individuals and businesses. - " With our partners in the Coalition for Business and Human Rights we lobbied MEPs to maintain the strength of the EU9s Corporate Sustainability Due Diligence Directive in the face of major corporate pushback. This Directive is designed to ensure that large companies would be legally required to demonstrate how they are adhering to human rights and climate obligations. P A G E | 2 8 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## G O A L 2 - G E N D E R J U S T I C E **Women and girls in all their diversity live free from gender oppression, discrimination and violence.** Amina Mohammed Abdi lives in Gol9Anod village in Ethiopia. The 35-year-old runs a small tea shop across the street from one of the water points Oxfam installed in her village. By providing water close to people9s homes, people don9t have to spend as much time, or travel as far to get water. This helps to reduce the risk of gender-based violence for women and girls. It used to take Amina four hours to get water and she would have to carry it on her back, as she didn9t always have a donkey or camel to carry it. _Photo: Petterik Wiggers/Oxfam_ P A G E | 2 9 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## G O A L 2 - G E N D E R J U S T I C E Ending poverty means tackling all of the discriminations and inequalities that fuel it. We want to see a just society where women and girls in all their diversity live free from gender oppression, discrimination and violence. We want to see them meaningfully contribute to political processes and spaces, and participate in decent work for fair wages. Across the island of Ireland and globally, we work to challenge harmful social norms and belief systems that impact women living in poverty the most. We focus on supporting women and girls to practice agency and choice in their lives and to challenge the patriarchal practices that prevent them from realising their rights. We9re working to end the unequal and oppressive policies and practices that prevent women, girls and the LGBTQI+ community from living full, free lives. **----- Start of picture text -----**
BJ
C
E
I
O C
G
T
E
I
T
V
A
E
R S
T
S
**----- End of picture text -----**
1. Women and girls lead and meaningfully participate, safely and freely, in social, economic, cultural and political life with full respect for their rights and dignity. They exercise agency and autonomy over their bodies and lives. 2. Women and girls live free from all forms of sexual and genderbased violence and any such threats. Social norms, legal frameworks, policies and practices prevent violence and hold perpetrators accountable. Survivors have access to free quality support, services and justice at all levels including within customary and religious laws. 3. Women are represented equally in leadership positions 3 receiving the same recognition and reward as men. They drive public policy, including decision-making on peace and security. P A G E | 3 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 H e r e a r e j u s t s o m e o f o u r k e y a c t i v i t i e s t o f u r t h e r t h e s e o b j e c t i v e s i n 2 0 2 3 / 2 0 2 4 : ## T h r o u g h o u r p r o g r a m m e s : 8,600 People were reached in advocating for improved gender-based violence services in Malawi. 180 Survivors of gender-based violence received training in technical and entrepreneurial skills in Malawi. 140 People took part in community gatherings in 14 villages in Somalia (land). These events were to promote support for women9s economic and leadership rights. The events aimed to raise awareness for gender equality in decision-making, accessing resources and resolving connict. One village was unable to host an event due to accessibility issues caused by local connicts. 11 Radio talk shows were organised on topics about women and child rights, education policies, and human rights in the mining sector in Uganda. 791 People were reached through community engagements addressing harmful social norms that contribute to violence against women and girls in Zambia. 3,501 People were reached by our partner in Zimbabwe, Bethany, during the 16 Days of Activism against Gender-based Violence. They conducted door-to-door calls and held 91 village meetings. These provided information on GBV prevention services and support for survivors. Other partner organisations raised awareness of genderbased violence also. Hope for a Child in Christ (HOCIC) reached 650 people through roadshows, providing access to services. 256 People attended connict resolution skills training in Somalia (land). This included women who were given a platform to express their needs and views. Local leaders also took part and can now advocate for the rights of all. T h r o u h o u r i n f l u e n c i n a n d g g c a m p a i g n i n g w o r k : We joined a platform of feminist, equality and children9s rights NGOs calling for a Yes Yes in the family and care referendums. We took part in platform events, held an information webinar and amplioed the messages of our partners. We took this position to help remove outdated, stereotypical language from the Irish constitution, to argue for true equality for women and men and to campaign for Government investment in all forms of care and support for people in need. P A G E | 3 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## G O A L 3 - C L I M A T E J U S T I C E **The climate crisis is abated, environmental ‘tipping points’ are averted through well-resourced, radical solutions which improve people’s well-being, and there is environmental justice for all.** In a village in north eastern Somaliland, Deka Aden gets water from a water point that was newly built as part of an Oxfam project. Recurrent droughts mean that access to clean and reliable water remains one of the most urgent challenges for communities in Somaliland. Oxfam in Somalia, with support from the German Federal Foreign Ofoce (GFFO), is providing access to clean water and better sanitation facilities. Through this project, six boreholes have been constructed and rehabilitated, including two solar-powered ones. Additionally, 60 emergency household latrines have been built in four villages, improving sanitation and reducing health risks. Before, families had to travel long distances using donkey carts to get water. Now they can access water close to their homes _._ _Photo Ahmed Osman/Oxfam_ P A G E | 3 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## G O A L 3 - C L I M A T E J U S T I C E The climate crisis affects all of us, but it hits the poorest people hardest, those least responsible for causing it. We want to see governments and big business across the world do more to protect our planet, recognising that climate change is a man-made disaster that is already reversing progress made in the oght against poverty and inequality. Globally, we want a sustainable food system that ensures no person goes hungry and a circular economy that eliminates waste and tackles over-production and over-consumption. Across the island of Ireland and globally, we work to tackle the impact of climate change by holding governments and corporations to account, calling on them to stop destructive practices and instead invest in sustainable solutions. We work to ensure that the voices of feminist organisations, youth and indigenous peoples are amplioed in climate negotiations and lead the transition towards greener and fairer economic solutions. We also work with local communities most impacted by the climate crisis to prevent, mitigate and respond to climatic shocks and disasters, building resilience and long-term solutions. **----- Start of picture text -----**
BJ
C
E
I
O C
G
T
E
I
T
V
A
E
R S
T
S
**----- End of picture text -----**
1. The systems and practices that drive the climate crisis are transformed while guaranteeing the rights of those most impacted. 2. Governments and corporations are held to account and take responsibility for adaptive responses. 3. Local knowledge, expertise and leadership ensure governments at all levels are held accountable for just, equitable and timely responses, which consider the gendered impacts of the climate crisis and how it impacts connict and fragility. 4. All productive systems, especially the food and textile sectors, are transformed to operate within planetary boundaries and enable all people working within them to live with dignity, earn a living wage and adapt to the impacts of the climate crisis, protecting the rights of those most affected. P A G E | 3 3 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 H e r e a r e j u s t s o m e o f o u r k e y a c t i v i t i e s t o f u r t h e r t h e s e o b j e c t i v e s i n 2 0 2 3 / 2 0 2 4 : T h r o u g h o u r p r o g r a m m e s : 421 People reached in Zambia through community awareness meetings at seven BJ
C
E
I
O C
G
T
E
I
T
V
A
E
R S
T
S
**----- End of picture text -----**
1. People, particularly those who experience exploitation, exclusion and crises, can exercise their agency to defend, claim and realise their rights and can challenge structures of inequality and injustice to build democratic, equal and sustainable societies. 2. Digital rights are respected and digital technology is accessible to all, surveillance free, and can be used safely without fear to claim and access rights from governmental, corporate and other duty bearers safely. 3. Governments uphold people9s right to essential services such as healthcare, water, education, and social protection in genderresponsive ways that do not exclude the poorest and most vulnerable populations. 4. Governments respect and enable safe democratic and civic society space, so that people can hold governments accountable for their actions and their duty to protect and uphold human rights P A G E | 3 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 H e r e a r e j u s t s o m e o f o u r k e y a c t i v i t i e s t o f u r t h e r t h e s e o b j e c t i v e s i n 2 0 2 3 / 2 0 2 4 : ## T h r o u g h o u r p r o g r a m m e s : 1.2m People from marginalised groups (women, youth and people with disabilities) were reached through social media, radio, TV and print channels on the reforms of the energy sector and clean energy solutions in Malawi. 46% of people in the project in Democratic Republic of the Congo (DRC), were better informed about their rights and laws. This percentage could name and explain at least two laws after the orst year of the project. 50 Puppeteers were trained to raise awareness about different issues in Uganda. Puppet shows raise awareness of the dangers of child labour, mining governance and climate change. 450 People were engaged in three round table discussions in South Sudan. The discussions identioed issues related to protecting people from harmful cultural norms and practices. Community leaders and government stakeholders committed to preventing and responding to any act of violence perpetrated against women and girls and other groups. T h r o u g h o u r G l o b a l C i t i z e n s h i p E d u c a t i o n p r o g r a m m e : 2,845 People in the Republic of Ireland directly engaged with a campaign exploring how connict, inequality and poverty intersect and almost half of those signed up to continue the conversation with us through a series of webinars and workshops. T h r o u h o u r i n f l u e n c i n a n d g g c a m a i n i n w o r k i n I r e l a n d : p g g - " We lobbied the Irish Government to work within the EU to stop illegal pushbacks at the European border and inhumane detention camps. - " We coordinated an open letter signed by all Irish MEPs to the European Commission asking for urgent action on pushbacks at EU borders. - " We organised a seminar series with Comhlámh with guest speakers including survivors, journalists, NGO partners and academics on the reality of migrants9 experiences at the EU border. - " We met with ofocials from the Department of Justice on pushbacks at EU borders, the external aspects of EU migration policy and the need for search and rescue. - " We began a partnership with the Irish Refugee Council on a project Programme Generating Future Admin &
Work* Income Governance**
Where our FG
money goes: IG
FHG
I HG
IFG
Fundraising Trading ? @ AB@ CDDE
Costs
Advocacy & Marketing
Campaigns & Comms
Where our money
comes from:
HFG
JKG
HG
I LG
Donations Legacies Trading
Charitable Other
Activities Income
**----- End of picture text -----**
- *Our programme work includes long-term development projects, humanitarian action, innuencing and campaigning work. ** Excludes support costs allocated to our shop network. P A G E | 4 4 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 Oxfam Ireland staff with other organisations, participating in the Global Day of Action for a Ceaseore in Gaza. P A G E | 4 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 P A G E | 4 6 **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** T O A L L O U R SUPPORTERS VOLUNTEERS CAMPAIGNERS CORPORATE SPONSORS Legacy Donors PARTNERS AMBASSADORS AND INSTITUTIONAL DONORS **THANK YOU** P A G E | 4 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 Yangjee Sherpa is a gardener at a nursery cooperative in Nepal. Sowing Diversity= Harvesting Security (SDHS) project helps smallholder farmers adapt to changing climatic conditions by developing seed varieties of climate-resilient crops and varieties. _Photo: Kishor Sharma / Oxfam_ O U R C O M M I T M E N T T O T H E E N V I R O N M E N T P A G E | 4 8 **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## **O r g a n i s a t i o n** We continue to work hard to improve sustainability within our organisation. This period saw continued use of online meetings in place of in-person meetings. The hybrid ofoce/remote working model continued where possible, reducing staff journeys to the ofoce and to meetings. We continue to promote tax saver commuter and bike to work schemes to staff to promote cycling and use of public transport. There has been a conscious effort from staff all over the island of Ireland to submit metre reads. Staff also aim to limit use of air conditioning and heating where possible, switch off computers, lights and screens when not in use. Some other measures include boiling the amount of water required for one cup of tea per person, using recycled paper for printing, recycling printing cartridges and batteries and travelling less. We have seen a decrease of oil consumption in this reporting period. We have also seen a decrease of kilometres that staff vehicles travelled. ## **F l i g h t s** There was a rise in number of nights taken this year compared to the previous reporting period, with a 39.15% increase recorded. Substantially more air kilometres overall were travelled this year, compared to the previous reporting period, with a 67.58% increase. There was also a signiocant rise in international long-haul nights this year compared to the previous reporting period, with an increase of 102.22%. Therefore, there was a signiocant rise in kilometres for long-haul nights this year from last, with a rise of 82.58%. There was a rise in the number of medium-haul nights taken (30.77% difference) and therefore a rise in kilometres travelled (42.09% difference) compared to the previous reporting period. However, there was a signiocant decrease in number of short-haul nights taken (85.71%) and therefore a decrease of short-haul air kilometres travelled (80.16%) compared to the previous reporting period. 35.19% reduction of air KMs travelled this year from pre-covid ogures (namely April 2019 - March 2020 period). There was a 35.29% reduction of nights taken this year from pre-covid ogures (namely April 2019 3 March 2020 period). From the data collected for 23/24, there has been noticeably less short-haul nights taken and more long-haul nights visits to our programme countries 3 Uganda, Rwanda, and Kenya. P Q R S T U V W X **( l e s s t h a n 5 0 0 k m ) 4 , 4 7 6 . 2 4** Z [ **1 0 f l i g h t s M e d i u m H a u l ( b e t w e e n 5 0 0 - 3 , 5 0 0 k m ) 1 2 8 , 4 6 6 . 0 1** Z [ **9 0 f l i g h t s L o n g H a u l 3 5 8 , 8 3 6 . 5** Z [ **6 8 f l i g h t s ( m o r e t h a n 3 , 5 0 0 k m )** Y o t a l s 4 9 1 , 7 7 9 k m **1 6 8 f l i g h t s P A G E | 4 9** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## **V e h i c l e s** Our consumption recorded for this reporting period was 93093.98 km. This is from the ove Oxfam vehicles owned or leased by us, which are in the Trading department. Two members of staff got company vehicles halfway through the reporting year, so there are actually now seven company vehicles but as they are electric no diesel or petrol was purchased. There was a 2.60% decrease from the last reporting period and also 26.80% decrease since pre-covid ogures (namely April 2019-March 2020 period). ## **E n e r g y** During this reporting period we occupied 48 premises, (two ofoces, one distribution centre, one warehouse and 44 shops). We use electricity sourced from renewable sources except our Belfast ofoce billed indirectly so cannot opt for green energy. We saw a decrease of oil used in the reporting period compared to last year. ## **E l e c t r i c i t y u s e** Our energy usage this period was 637,546.11 kwh. There was an increase in electricity usage of 21,046.11 (3.36%) KWH from last year. Pre-pandemic ogures for electricity was 834,000 kwh which means there is still a decrease of kwh used since prepandemic (namely April 2019-March 2020 period) ogures of 196,454 kwh (26.70%). Figures may be at a higher level due to meters, especially in the North, not being read and submitted.There is an ongoing programme for LED lights to be installed in all the shops across Ireland, which could explain ogures being lower than pre-pandemic. ## **G a s** Total for gas usage for this reporting period was 10,190 kwh. There was an increase in gas usage of 9,121 kwh (162.02%) from last year. A replacement boiler has been otted which should reduce consumption going forward. Pre-pandemic (namely April 2019-March 2020 period) gas usage was 19,323 kwh, so this year saw a decrease of 9,133 kwh (61.89%) since then. ## **K e r o s e n e O i l** The total ogure for this reporting period was 3,213 litres. There was a decrease between 2022/2023 and 2023/2024 in oil of 129 litres (3.94%). These ogures are for one shop and the distribution centre. **P A G E | 5 0** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** ## **F u t u r e P l a n s** We will continue to work with our Carbon Partner, Auditel, to develop carbon reporting and reduction. As a result of our carbon footprint being certioed with Auditel, we have identioed waste management, and the distribution network to and from the distribution centre to our shops, as areas we are going to target to achieve reductions. OIE is considering supporting the Global Oxfam Fund to provide investment captial to country teams for carbon reduction projects over the coming years. Across the island, we are changing to EnviroGreen Waste. This is to improve consistency across all sites - one Mixed Waste, one Recycled Waste, and one General Waste. Each of the shops will then have a report on how much has gone to waste. We have an ongoing programme for LED light ottings to be installed across all shops across the island, helping to reduce KWH for electricity. We will continue to replace petrol and diesel driven vehicles with more carbon neutral vehicles as they come up for renewal. **P A G E | 5 1** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** **Hygiene kits were distributed in the South Gaza Strip by Oxfam and its local partner in Gaza The Palestinian Environment Friends (PEF). This was part of the emergency response to the crisis in Gaza. These kits contained items like toothbrushes, toothpaste, soap, sanitary pads, shampoo, sponges, cloths, cleaning detergent for toilets. Our partner organisations work in an extremely challenging context in Gaza.** _Credit: Palestinian Environment Friends (PEF)/ Oxfam_ P R O T E C T I N G O U R P E O P L E **P A G E | 5 2** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** Oxfam Ireland are committed to creating a safe, inclusive and respectful environment for everyone. The expectations among staff, donors, communities, and political entities have shifted, and Oxfam Ireland must ensure comprehensive preventative measures are in place. ## **S a f e g u a r d i n g** By implementing effective safeguarding measures, we have a zero tolerance to inaction on sexual abuse, exploitation, and harassment. It goes against our values and everything we stand for. When any concern or allegation of abuse is raised, it is dealt with rigorously, enabled by strong processes of reporting, investigation and action, holding those responsible to account. In the last onancial year (2023-2024), we received no safeguarding complaints in Oxfam Ireland and no safeguarding cases were reported during the period in programmes funded by Oxfam Ireland. Online safeguarding training for all staff continues to be compulsory and completion rates are tracked, shared, and acted on to ensure all staff complete the required training. Risk assessment templates and guidance are also in place to support countries to mitigate risks relating to safeguarding during change processes. Training webinars in different languages are held for staff across the confederation on the Safeguarding Core Standards and on the Safeguarding Case Management Standard Operating Procedures. Over the past 12 months we9ve made signiocant progress towards the key objectives that we set for the last onancial year. Not all targets were fully achieved last year but this was mainly down to other tasks that took priority. Key areas of success included a review of the staff handbook to ensure all policies are ot for purpose and in line with legislative requirements. This was also integrated into our new HR Information System which allows all staff to access the documentation on their handheld devices. From a talent management perspective, we successfully appointed 40 new employees to the team and with the help off other afoliates, this included success in USA and Europe. Safeguarding was also key and we continue to work with the Global Safeguarding Team to ensure we adhere to international best practice in this oeld. Employee beneots was also an area where we invested a lot of resource throughout the year, with our beneots package having been further enhanced demonstrating our commitment to staff engagement and retention. ## **H e a l t h a n d S a f e t y** The health and safety and wellbeing of staff remains an ongoing priority for our management and Board. A strong Health and Safety culture is driven by our Chief Executive who ensures that adequate resources are available to achieve all our keyHealth and Safety objectives. Health and Safety training is provided to all staff, workplace audits take place and our policies are reviewed regularly to ensure statutory compliance. A Health and Safety Steering group, which includes staff representation, meets monthly to review and progress Health and Safety management systems. Our proactive Health and Safety team continues to identify and apply best practice initiatives to further improve on a safe working environment for both staff and customers. ## **G e n d e r P a y G a p R e p o r t i n g** As an organisation with less than 150 employees we are not required to publish our Gender Pay Gap until 2025. We continue to gather relevant data and prepare so that we can publish a meaningful report in 2025 on any gap that exists and our plans to address it. **P A G E | 5 3** **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** M A N A G E M E N T S T R U C T U R E **P A G E | 5 4** O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 As a not-for-proot, charitable status company, Oxfam Ireland is governed by a maximum of 11 unpaid Board members. New members are recruited through advertisements in Northern Ireland and the Republic of Ireland while other potential candidates are identioed by the existing Council and the Chief Executive Ofocer. ## Members are appointed for a maximum of two three-year terms. After a potential candidate has been interviewed, the Chair decides whether to recommend a candidate for appointment. This is discussed at the next Board meeting where a decision is taken. If appointed, the new member is given a letter of appointment and induction materials including a copy of the Code of Conduct 3 which they must sign 3 and a copy of the Connict of Interest policy. A formal induction process is designed for the new Board member to ensure that they get information on the organisation and its operations over the orst three months of their tenure. This includes spending time in different areas of the organisation and if possible, going on a oeld visit to Oxfam Ireland9s programme work within the orst year. A Board committee on remuneration and performance selects the Chief Executive and sets pay rates for the Chief Executive and senior staff. For every paid member of staff, Oxfam Ireland has the support of approximately 10 volunteers. We could not carry out our work without this key support from people countrywide and we value it greatly. ## **Board members who served during the period are:** ## **P r o f . M a r y M u r p h y ( C h a i r )** _Appointed 20/04/2018_ Mary Murphy is a Professor in Irish Politics and Society in Maynooth University9s Department of Sociology. Her research interests include eco-social welfare, social security policy, power and civil society, and gender equality. Her latest book, Creating an Ecosocial Welfare Future (Policy Press) was published in 2016. A contributor to national policy debate, she has been a member of various national policy groups including the National Economic and Social Council. She was a commissioner on the Irish Human Rights and Equality Commission (2013-2017) and is a member of the Council of State. ## **D e i r d r e G r a n t** _Appointed 20/04/2018_ Deirdre Grant is the Managing Director of communications consultancy orm Red Flag. She provides strategic advice to her clients9 Leadership Teams, bringing her 20 years9 experience in communications and public affairs to assist them in winning in business and media. Before she joined Red Flag, she worked as a special adviser to two Cabinet ministers, as a director of public affairs, a head of communications for international NGOs and as a national broadcast journalist. She has extensive contacts in politics, media and the corporate world. Her experience in government means she is acutely aware of how policy and legislation is formed and innuenced. She has worked in international development in South Africa and Haiti, including being part of an emergency response team in Haiti following the 2010 earthquake there. She also has a Masters in HIV/AIDS from the University of Cape Town. ## **D ó n a l R o o n e y** _Appointed 27/09/2021_ Dónal Rooney is a chartered accountant, experienced business leader, non-executive director, and highly accomplished Group CFO. He currently acts as an independent business advisor and is also a non-executive director with Enterprise Ireland. Dónal has over 25-years9 experience operating in plc, large-cap private equity and public sector environments. He has signiocant board-level experience and is highly skilled across onancial management, treasury, tax, M&A, investor/exit readiness, investor relations and transformational change. He has a demonstrable track record of success across four Group CFO roles including NAMA (deleveraging a ¬74 billion highly distressed, real estate-backed loan portfolio) and Amaris Hospitality, a Lone Star portfolio company (delivering a £2 billion enterprise value private equity exit process). He also has 12-years9 prior seniorlevel professional services experience, with KPMG and Arthur Andersen, working with large plcs and other blue-chip companies. P A G E | 5 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## **A n d r e w M c C r a c k e n** _Appointed 20/04/2018_ Andrew McCracken is Global Director of WaterAid International, the world9s largest NGO focused on getting clean water, decent toilets, and good hygiene to everyone, everywhere. After originally studying Physics, he has worked on major organisational development projects, led highly successful national fundraising campaigns, facilitated signiocant change within local and international charities, and provided advice and support for charity leaders on people and fundraising issues. His previous roles include leading the Community Foundation in Northern Ireland and serving as Global Fundraising Director for Tearfund. Andrew and his partner Harriet are based in Belfast and have a large and noisy family of fostered, adopted and birth children. ## **J o y c e B o u r n e** _Appointed 27/09/2021_ Joyce Bourne worked for over 30 years in diplomacy and public service. She served in senior positions in the Foreign Service of Barbados, including postings at the Permanent Mission of Barbados to the Organisation of American States; the Consulate-General of Barbados at Miami; and the Permanent Mission of Barbados to the United Nations in New York. She has extensive experience in bilateral and multilateral diplomacy as well as the implementation of foreign policy, particularly on social, political, economic and environmental issues. She is an advocate for development issues, focusing on improving people9s lives, poverty eradication and global sustainability. She has a strong background in administration and management, having served as Deputy Permanent Secretary in the Ministry of Foreign Affairs and Foreign Trade of Barbados and Deputy Permanent Secretary in the Ofoce of the Attorney General of Barbados. Ms Bourne holds a Bachelor9s degree in Language and Linguistics from the University of the West Indies, Cave Hill campus; a post-graduate diploma in international relations from the University of the West Indies, St. Augustine campus; a Master9s degree in Linguistics from Georgetown University, Washington, DC and a Master9s degree in Business Administration from Johns Hopkins University, Washington, DC. She relocated to Ireland in 2020. ## **Y v o n n e B y r n e** _Appointed 13/10/2021_ Yvonne Byrne is a Partner in Deloitte Digital in Dublin, Ireland. Yvonne works with clients across industry on their customer and digital transformation agenda, specialising in customer experience analysis and design, channel strategy and management, sales and service transformation and new proposition development. She has over 20 years within the UK Financial Services and consulting industry, having previously worked with the Royal Bank of Scotland, Tesco Bank and KPMG UK. Yvonne has extensive experience in all aspects of customer experience, growth strategy, product management, customer and channel strategy and new proposition development. _Appointed 20/04/2018 Susan Murphy9s term ended on 8th September 2023_ ## **S u s a n M u r p h y** Dr Susan Murphy is an Associate Professor in development practice with the Department of Geography, School of Natural Sciences, Trinity College Dublin. Her research interests are in development ethics, governance, and practice. She is a European Research Council (ERC) funded principal investigator on the GEOFORMATIONS project examining dynamic governance assemblages in transnational development cooperation and leads a research group on Climate Justice in Development. She teaches and publishes on matters related to development, climate justice, poverty, inequality, gender, and social inclusion. Susan is also a member of the Department of Foreign Affairs Audit Committee. P A G E | 5 6 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## **C a t h e r i n e G a y n o r** _Appointed 19/06/2020_ Catherine (Cathy) Gaynor has worked as a planner, evaluator, researcher, trainer and technical director in development programmes spanning many countries for 40 years. This has included nine years across three full-time assignments in Lesotho, Zimbabwe and Malawi and multiple short- and long-term assignments for a range of multilateral, bilateral and non-governmental organisations in Africa (mostly), Asia and Latin America. She has a BSc from NUIG and a Masters in Social Policy and Planning from London School of Economics. Particular areas of expertise include gender equality and results-based management. She has conducted a number of global evaluations and assessments of and for multilateral and bilateral organisations and has worked on cutting-edge programmes, generating learning in areas such as changing gender norms and the measurement of change. Cathy recently went back to her roots in Co. Clare and currently engages both locally and globally on development issues and also enjoys her year-round daily sea swim. ## **N e l l i e N y a n g ’ w a** _Appointed 13/10/2021_ For over 30 years, Nellie has held various roles in the development sector. For 21 of those years, the roles were within the Oxfam family. Prior to joining Oxfam, Nellie worked for World Vision International as Associate Director of Micro Finance where she advocated and successfully led in the setting up of an independent Micro Finance Organisation which focused on micro and small enterprises. Nellie joined the Oxfam Malawi country ofoce in 1999 as Programme Coordinator, responsible for managing grants to partners and two years later was appointed Malawi Country Director. Nellie successfully ran, for the orst time in the history of the country ofoce, a major humanitarian response in 2001/2002, and later in 2004/2005 advocated to Oxfam to have a locally-led response which eventually transformed the way Oxfam resourced humanitarian responses. In 2006, Nellie was appointed Regional Programme and Campaigns Manager for Oxfam, based in the Southern Africa ofoce in Pretoria, South Africa. In 2010, she moved back into a Country Director role in the Zambia country ofoce in order to be with her family. In 2015, Nellie was appointed Oxfam International Regional Director for Southern Africa based in Lilongwe, Malawi. Nellie left Oxfam in 2021, having led the region to transform its operating model from a country-based programme model to a regional approach which has offered Oxfam an innovative and alternative approach within the context of shrinking resources. Nellie now spends her time supporting the development of family business interests in hospitality, farming and consultancy. She is also serving on a number of Boards; Board member for CEPA, Chair of the Board for Gates of Hope, Board member for PC Mark, and Member of Advisory Panel for Tilitonse Foundation. ## **A l f S m i d d y** _Appointed 28/06/2019_ Alf is a chartered accountant who trained with PwC. He was Chairman and Managing Director of Beamish & Crawford plc for over 12 years and on the Board of its parent company, Scottish & Newcastle (UK) Ltd. He is a member of the National Executive Council of IBEC, Director of Cork Chamber of Commerce, Chairman of the Cork Local Government Committee and served on the Board of Cork Airport Authority. He is a Fellow of the Irish Marketing Institute and a Commerce graduate from University College Cork (UCC), with a Masters in Executive Leadership from Boston College and the University of Ulster. External appointments include: Adjunct Professor at the College of Business and Law, UCC; Director of the Government-backed Rethink Ireland (Social Innovation); Non-Executive Director of the ESB; Chairman and/or Director of various independent companies including Bridgewater Construction Ltd, Aperee Ltd (healthcare) and Granite Digital (Digital Marketing). Alf served as Senior Independent Non-Executive Director and Director with designated responsibility for workforce engagement at The Dalata Hotel Group Plc. P A G E | 5 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## G O V E R N A N C E : A summary of the attendance of our board members at the board and committee meetings is as follows: **----- Start of picture text -----**
Trustee Name Board Meetings Attended FARC Meetings Attended PPIC Meetings Attended
**----- End of picture text -----**
|Dr. Susan Murphy*|1||| |---|---|---|---| |Andrew McCracken|3|3|| |Alf Smiddy|3|4|| |Prof. MaryMurphy|4||4| |Deirdre Grant|4||4| |CathyGaynor|3||4| |Donal Rooney|4|4|| |Yvonne Byrne|2|3|| |Neilie N’yangwa|3||4| |Joyce Bourne|4||| ||||| _*Susan Murphy’s term ended on 8th September 2023_ P A G E | 5 8 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## L E G A L A N D A D M I N I S T R A T I V E I N F O R M A T I O N ## **Directors who served during the year** Dr Susan Murphy Susan Murphy9s term ended on 8th September 2023 Andrew McCracken Prof Mary Murphy Chair Deirdre Grant Alf Smiddy Chair of Finance, Audit and Risk Committee Catherine Gaynor Chair of Programme Performance and Impact Committeee Nellie Nyang9wa Donal Rooney Joyce Bourne Yvonne Byrne ## **Chief Executive Ofocer** Jim Clarken ## **Executive Directors*** Niamh Carty International Programmes Trevor Anderson Trading Frank Long Chief Operating Ofocer Mark Mellett Fundraising & Marketing Bríd McGrath Public Affairs _*These Directors, although designated as Directors, are not statutory Directors._ ## **Secretary** Andrew McCracken ## **Registered Ofoce** Elizabeth House, Suite 1, 116-118 Holywood Road Belfast, BT4 1NY **Company Number** NI33800 **Charity Number** XN89651 **Charity Commission for Northern Ireland Number** NIC100848 **Solicitors** Carson McDowell, Murray House, Murray Street Belfast, BT1 6DN **Bankers** Bank of Ireland, University Road, Belfast **Independent auditors** Forvis Mazars, Chartered Accountants & Statutory Audit Firm, Harcourt Centre, Block 3, Harcourt Road, Dublin 2 P A G E | 5 9 **O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4** **A mother and her young son sitting in their tent in Turkiye, surrounded by boxes of materials provided by Oxfam and KEDV. Oxfam is worked with communities to meet the needs of people displaced by the earthquakes in February 2023. Oxfam KEDV has worked with both refugee and Turkish communities for years and are reached those worst-affected by this disaster in the months that followed.** _Photo: Delizia Flaccavento/Oxfam_ D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T **P A G E | 6 0** O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T |**International Programme Department**|**- projects**|**supported in 2023 - 2024**|**supported in 2023 - 2024**|**supported in 2023 - 2024**| |---|---|---|---|---| ||**Irish Aid**|**EU**|**Other**|**Total**| |Bolivia|-|19|1|20| |Cambodia
Democratic Republic of the Congo|-
500|19
-|1
65|20
565| |El Salvador
Global|-
-|19
43|1
-|20
43| |Horn East & Central Africa
Kenya|-
-|-
19|60
34|60
53| |Malawi
Occupied Palestinian Territory & Israel|681
-|840
19|283
201|1,804
220| |Rwanda
Senegal|-
-|309
19|150
1|459
20| |Somalia
South Africa|565
-|19
-|66
153|650
153| |South Sudan
Syria|610
135|-
-|90
56|700
191| |Tunisia|-|19|1|20| |Uganda|545|19|98|662| |Vietnam|-|19|1|20| |Zambia
Zimbabwe|510
545|187
-|129
97|826
642| |Ireland|20|36|150|206| |Ireland Management|411|123|618|1,152| |Oxfam Collective|-|-|100|100| |Resource Allocation||||| ||4,522|1,727|2,357|8,606| The Oxfam Collective Funding Mechanism is the contribution that all Oxfam afoliates make to cover the minimum management costs of our programme work at country level and the core investment needed to support programme quality. P A G E | 6 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **Structure, Governance and Management** The information with respect to the Council members and advisers set out on page 3 forms part of this report. Oxfam Ireland is a Company Limited by Guarantee operating under the Companies Act 2006. It is a Northern Irish charity registered with the Charities Commission. The company is a public beneot entity as deoned by the Financial Reporting Council. Oxfam Ireland has two subsidiaries: - **" Oxfam Republic of Ireland** a not-for-proot company limited by guarantee where there is common control through one Council for both entities and, - **" Oxfam Properties (Ireland) Limited** a private company limited by shares which is dormant since 2018. Oxfam Ireland is governed by its Council members in accordance with the Memorandum and Articles of Association. The Chief Executive Ofocer (CEO) reports to the Council members. ## **Our Board** Oxfam Ireland is governed to national and international standards by an independent Board of Directors from the public, private and academic sectors. The Board comprises a maximum of 11 unpaid Directors, who oversee strategic planning and delivery, budgeting, organisational development and risk management. Directors are appointed for a maximum of two three-year terms through open competition. The Board holds the CEO to account via policies, procedures and controls that ensure performance, transparency, accountability, risk management and onancial stability. ## **Council Selection, Appointment and Competence** The Directors were orst elected by the original members (formed as an Association) who came together to establish the charity. The existing Directors are also the members of the company. New Directors are recruited through online advertisements and through selection based on applicants, and other potential candidates identioed by the existing Directors and CEO. A formal interview takes place to establish the candidate9s eligibility which includes a commitment to Oxfam9s core values and mission as well as professional experience and expertise across a range of disciplines appropriate to the needs of the organisation. New Directors are provided with induction training shortly after joining the Board, involving the provision of written materials, meetings with senior management and staff and visits to workplaces, retail units and programme work. This ensures that the Directors become familiar with their role and responsibilities and understand the governance structure and risk management processes of the organisation and the nature of the work it does. The Board meets at least four times annually. A formal evaluation mechanism for each meeting is in place. The Directors are committed to gender balance, inclusivity, diversity and geographical representation in choosing new members which are formally elected at the Annual General Meeting. As a not-for-proot, charitable-status, limited liability Company, the liability of each Director is limited to ¬1.27. P A G E | 6 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **Committees** Directors have participated from time to time in special committees established to consider, and make recommendations, on specioc topics such as strategic planning, employee pensions, governance and organisational assessment. This expertise is contributed through the Performance and Remuneration Committee, the Programme Performance and Impact Committee, and the Finance, Audit and Risk Committee which oversees the onancial health of the organisation. Individual Directors are also asked, on occasion, to contribute their specialist advice to management in certain areas, such as human resources, marketing, PR, onance and fundraising. ## **Finance, Audit and Risk Committee** The Finance, Audit and Risk Committee reports directly to the Council. The Chair of the Committee is appointed by the Council. In addition to the Chair, the Committee comprises up to three other Directors appointed by the Council as members with scope to co-opt additional external expertise as required. The main objectives of the Committee are: - " To review the annual audited onancial statements of the charity and recommend them to the Council. - " Take responsibility on behalf of the Council for overseeing and reviewing all aspects of onancial planning, onancial performance, internal control and risk management. The Finance, Audit & Risk Committee also monitors the effectiveness of the external audit function and is responsible for liaison with the external auditors. ## **Programme Performance and Impact Working Group** Oxfam Ireland has a orm commitment to continuously improve programme quality and has established a committee on Programme Performance and Impact to support that work. This is a formally constituted group reporting to the Council and liaising with other Council groups as appropriate. It is composed of three Directors with scope to co-opt additional external expertise as required. The Members act as an advisory group to the International Programme Department on issues such as programme quality improvement and serves as a forum for renection and discussions on wider programme issues identioed by Council and staff. ## **Performance and Remuneration Committee** Oxfam Ireland9s Council also has a separate Performance and Remuneration Committee. This Committee reviews the performance of the CEO and recommends remuneration changes for the CEO and key leadership team members with reference to benchmarking reports and comparative salaries in the sector. P A G E | 6 3 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **Governance Responsibility** Oxfam Ireland is committed to a programme of continuous improvement of organisational governance. To further enhance governance, Directors9 performance will be regularly reviewed and reported upon. The Council has overall governance responsibility, including the establishment of all general policies under which management operates. There is clear separation between the responsibilities of the Council and Leadership Team to whom the Council delegates the responsibility for the drafting of strategic plans, policies and budgets for approval by the Council. The Council then oversees the implementation of the budgets, policies and plans once they are approved. Processes are in place to ensure that staff performance is monitored, and that appropriate management information is prepared and reviewed regularly by both executive management and the Council. Internal control systems are designed to provide reasonable assurance against material misstatement or loss. They include; - " A strategic plan and annual budget approved by the Directors, - " Regular consideration by the Directors of onancial results, variances from budgets, and non-onancial performance indicators, - " Delegation of day-to-day management authority and segregation of duties, - " Identiocation and management of risks. ## **Oxfam International** Oxfam Ireland is also subject to the scrutiny of the Oxfam International Confederation to ensure compliance with Confederation-wide standards relating to onance and governance matters. ## **Managing our resources** Our diversioed funding framework blends institutional, public and trading resources and is key to onancial stability. A mix of restricted and unrestricted funding from institutions and the public provides resources for our programmes and ensures the onancial sustainability of the organisation. We allocate resources on the basis of a rigorous budgeting process that produces annual budgets and a rolling three-year onancial plan. The budget is prepared by the Leadership Team, reviewed by the Finance, Audit and Risk committee and approved by Council. We publish comprehensive, SORP-compliant, statutory accounts and annual reports that are available at **oxfamireland.org/how-our-money-is-spent.** ## **Monitoring our work for impact** To ensure we make the most of every donation, we constantly monitor and evaluate our work to improve its quality. We assess the progress we are making in changing people9s lives as the result of our overseas programmes, advocacy initiatives and campaigns. P A G E | 6 4 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T Monitoring and evaluation occur in several ways, from project visits and participatory data collection to in-depth internal and external reviews and evaluations. We undertake impact assessments, peer reviews, audits and regular renections with staff, partners, allies and community members. During these reviews, we consider the broader context contributing to change, the views, needs and interests of the women and men we seek to beneot, and the perspectives of other stakeholders. We continue with our efforts to improve the monitoring, evaluation and learning that we see as critical to the success of our programme. ## **We carry out:** - " Real time evaluations: In emergencies we need to act quickly, so Oxfam conducts rapid real time evaluations in the early stages of the relief effort, to be able to ox problems that arise while providing life-saving assistance. - " Peer reviews: By bringing together a group of people from different Oxfam entities, and occasionally external organisations, we evaluate and audit our development programme, to view the effects of the work from a wider range of perspectives and share best practices. - " Impact evaluations: Performed retrospectively, this kind of evaluation helps compare the situation before and after a project is implemented. The focus is on the long-term changes in people9s lives. - " Reviews of onancial controls: With the support of internal and external audit teams, we strive to be as efocient as possible. Performance is constantly monitored, and appropriate management reports are prepared and reviewed regularly by executive management and the board of Directors. ## **Accreditation** To ensure human rights are respected and the needs of the most vulnerable are met, the standards, conventions and principles that guide our work include; - " The Oxfam Code of Conduct. - " Sphere Humanitarian Charter and Minimum Standards in Humanitarian Response. - " The Code of Conduct for the International Red Cross and Red Crescent Movement (the Movement) and NonGovernmental Organizations (NGOs) in Disaster Relief. - " The Inter-Agency Standing Committee (IASC) Guidelines for Human Immunodeociency. - " Viruses (HIV)/ Acquired Immunodeociency Syndrome (AIDS) interventions. - " The Core Humanitarian Standard. - " The Grand Bargain. - " Charter for Inclusion of Persons with Disabilities in Humanitarian Action. - " Call for Action on Commitment to Disability Inclusive Humanitarian Action. - " The Charter 4 Change. - " IASC Guidelines for GBV Interventions in Humanitarian Settings. - " The Call to Action on Protection from GBV in Emergencies. - " The Sustainable Development Goals. - " Irish Aid Security Management Guidelines. - " Oxfam Partnership Principles. - " The Climate and Environment Charter for Humanitarian Organizations. P A G E | 6 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **Measurable and accountable** We strive to impose the highest international standards on ourselves 3 all our activities are measurable, accountable and realistic. Trust in our work is our most precious resource and trusting us to use public donations to maximum effect is a responsibility we take very seriously. We consistently meet accountability requirements with publication of the Charities Statement of Recommended Practice (SORP) compliant annual accounts on our website, in addition to information about our Board. We regularly publish information about our programme work, campaigns and advocacy. All our onances, including detailed accounts, breakdowns of where money goes, and salary information are also available on our website www.oxfamireland.org. We are listed on the Charities Regulatory Authority9s Register of Charities (Charity Reg. No. 20009946) in the Republic of Ireland and on the Charity Commission for Northern Ireland9s Register of Charities (Charity No. NIC100848). We are conscious however that governance standards are constantly improving and seek to maintain our level of performance against them. ## **Key Performance Indicators** We have adopted a set of high-level Key Performance Indicators (KPIs) to assist in monitoring performance across the organisation. Underneath these high level KPIs, each part of the organisation has a more detailed suite of KPIs that are used to assess and report on performance within teams and departments. Targets are set at the beginning of each reporting period for each KPI and performance against these targets is measured regularly by the Leadership Team and reported on and discussed at each Board meeting. Where a particular KPI needs further investigation or explanation the Board then receives more detailed information from management on the specioc area concerned. The high level KPIs that are currently in use and the performance in the years to March 2024 and March 2023 against each of the targets set are summarised as follows: |\]^_|`**ey Performance Indicator**|**2024 Result**|**2023 Result**| |---|---|---|---| |Programme|Value of Grant Income|1% below target|20% Above target| |Finance|Unrestricted Net Contribution|70% above target|More than 100% above target| |Trading|Total Income|7% above target|13% Above target| |People|Staff Satisfaction as measured in survey|At 105% of target|At 90% of target| |Supporters|Levels of Trust|At 97% of target|At 105% of target| |Fundraising|Total Income|2% above target|23% Above target| We continue to perform very well against most of our core KPIs with a particularly positive result in the Staff Satisfaction indicator where it reached its highest level to date. However, the Levels of Trust indicator was disappointing at only 97% of target, albeit a higher target than last year. Our Grant Income ended the year just 1% below an ambitious target. We continue to have success in accessing EU funding and our Institutional Funding team will continue its efforts in this area. Unrestricted Net Contribution is 70% above our target for the period thanks to the strong performances in income generation in both Trading and Fundraising but also to the tight management of costs across the organisation with the income results generated despite some teams being under the full budgeted number of employees. P A G E | 6 6 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T Total Income in Trading achieved a result 7% above target for the period, renecting high quality stock with a continuation of high levels of donations of new goods from corporate partners and strong demand from younger shoppers with an increased awareness of the importance of shopping sustainably. Our continued focus on staff wellbeing initiatives and updating our policies and terms and conditions of employment, saw Staff Satisfaction rise to 105% of target which was a signiocant increase on the prior year level of 90%. Our most recent staff survey highlighted a couple of areas of concern which we are committed to addressing through workshops with staff and an improved level of performance feedback and management. We are disappointed to see the Levels of Trust KPI revert to a below target performance. This target was increased last year as an upward trend in the KPI was observed. While we are still at 100% of the previous target the reversal of the trend is concerning, and further work is needed to understand and address the reasons for it. Total Income in Fundraising was 2% above target in the period. While this was signiocantly down on last year, this was due to high income levels in 2023 in areas such as Legacies and Emergencies that were not expected to repeat and therefore not budgeted for. ## **Governance** We adhere to and implement: - " Charity Commission for N.I. Code of Good Governance. - " The Charities Regulatory Authority Governance Code. - " Dóchas-CGAI Irish Development NGOs Code of Corporate Governance. - " Republic of Ireland Charities Act. - " Northern Ireland Charities Acts. - " Charities SORP (Statement of Recommended Practice) for accounting and reporting practice. - " The Charities Regulator Guidelines for Charitable Organisations on Fundraising from the Public. - " Code of charity retailing as part of our membership of both the Irish Charity Shops Association and the Charity Retailing Association in the UK. - " Dóchas Code of Conduct on the use of images and messages. Our Donor Charter and our Public Compliance Statement are also available online and we provide detailed information regarding our adherence to a variety of industry codes **oxfamireland.org/accountable-to-you** . ## **Public Benefit** The Directors9 report in the Annual Report on Oxfam Ireland9s public beneot. They demonstrate that they are clear about what beneots are generated by the activities of the charity to further the goals set out in our strategy, and the types of programmes supported and funded. The Directors conorm that they have taken into account the guidance contained in the Charity Commission NI9s general guidance on public beneot where applicable and are conodent that Oxfam Ireland meets these public beneot requirements. P A G E | 6 7 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **Financial Review** Our Trading and Fundraising divisions continued to perform very well in the period. Trading income continued to grow and beneot from availability of high-quality stock and strong demand from young, sustainably aware shoppers. Increased investment in our fundraising teams and additional support from agencies has generated a signiocant increase in regular givers that will generate additional income in future years. Our institutional funding team continued to focus on growing our grants from the EU and other donors. ## **INCOME** **----- Start of picture text -----**
25,000
20,000
15,000
10,000
5,000
b
a ba c a ba d a ba a
Donations Legacies Trading Charitable Activities Other Income Investment Income
€
**----- End of picture text -----**
In 2024 we generated income of ¬19.7M which was a 9.6% decrease on 2023. **Voluntary Income** from Donations and Legacies saw a 15.8% decrease on 2023 or ¬833K. Almost ¬300K of this reduction was in Legacies and another ¬250K in Emergency Income, which are income categories that tend to vary signiocantly from year to year depending on the timing of receipt of signiocant legacies and the occurrence of global humanitarian emergencies. Some of the other voluntary income categories failed to achieve the same levels as 2023, however the core income from Regular Giving in 2024 was marginally up on the previous year. **Trading Income** grew by 0.8% over 2023 with similar numbers of shops and continued support from corporate donors as well as the public. Income from **Charitable Activities** which represents funds received from Institutional Fundraising decreased by 4.6% or ¬286K compared to 2023. However, we had signiocant success in the year in sourcing funding which will be recognised in future years. The Irish Government through the Irish Aid Programme Grant scheme continues to be the primary source of institutional funds for Oxfam Ireland, while we continue to make progress in sourcing funds from other donors particularly the EU. **Other Income** in the current period decreased by 96% to ¬38K. In 2023 this category included income from a Covid Business Interruption insurance claim, whereas in 2024 the only income in this category is for hosting of Oxfam International employees in Ireland. **Investment Income** increased by 85.4% to ¬76K. The increase is explained by interest earned on bank deposits in 2024. This also includes rental income from another business operating from one of our ex-shop premises. P A G E | 6 8 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T ## **EXPENDITURE** **----- Start of picture text -----**
20,500
20,000
18,000
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
2024 2023 2022
efg hijklkg m wij hkg m Programme Costs n ho pqjqr s t juvjkmg l Marketing & Comms Exceptional
Total expenditure in 2024 was ¬20.4M which was up 8.9% on the previous year.
Trading expenditure was almost the same as last year with only a 0.2% or ¬18K reduction.
Fundraising expenditure increased by 24.6% or ¬482K. Most of this increase is additional expenditure on face-to-
face fundraising activities which will have a direct impact on future income from regular giving.
The 14.2% or ¬1M increase in Programme costs renects an increase in grants to partners of almost ¬700K and
additional investment in our Programme and Institutional Funding teams.
The 26.8% or ¬186K increase in Advocacy & Campaigns expenditure is due to successful recruitment to oll
positions in our Communications and Policy and Advocacy teams, which were vacant for some time in the prior year.
Exceptional Expenditure renects ¬35K relating to costs incurred with other Oxfam afoliates for hosting Oxfam Ireland
employees and an additional ¬37K of costs relating to the processing of our Covid Business Interruption Insurance
claim.
Balance Sheet
Funds carried forward of ¬8.9M includes ¬1.1M of Restricted funds, which is ¬259K lower than 2023 renecting the
timing of the now of restricted funds to programme countries. Unrestricted funds amounting to ¬7.8M are sufocient to
cover working capital requirements and provide protection from risk of disruption to our programme work. .
Reserves Policy
As a result of continued operational surpluses , we currently have reserves in excess of this minimum level. These
excess reserves will be carefully invested in our programme work for maximum impact and will also support income
generation and organisational development.
€000
**----- End of picture text -----**
The 26.8% or ¬186K increase in **Advocacy & Campaigns expenditure** is due to successful recruitment to oll positions in our Communications and Policy and Advocacy teams, which were vacant for some time in the prior year. **Exceptional Expenditure** renects ¬35K relating to costs incurred with other Oxfam afoliates for hosting Oxfam Ireland employees and an additional ¬37K of costs relating to the processing of our Covid Business Interruption Insurance claim. Funds carried forward of ¬8.9M includes ¬1.1M of Restricted funds, which is ¬259K lower than 2023 renecting the timing of the now of restricted funds to programme countries. Unrestricted funds amounting to ¬7.8M are sufocient to cover working capital requirements and provide protection from risk of disruption to our programme work. . P A G E | 6 9 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S ’ R E P O R T A N D S T R A T E G I C R E P O R T From time to time, amounts may be set aside out of unrestricted income in a Designated Fund, for specioc purposes. ## (i) Restricted Funds Where amounts received by Oxfam are subject to donor-imposed restrictions, these are credited to Restricted Funds for subsequent disbursement in accordance with the donor9s wishes. ## (ii) Designated Funds Currently we are carrying ¬2.7M in Designated Funds which are designated towards working capital requirements based on the calculation described above. ## (iii) General Funds General Funds represent the amount of unrestricted funds that are not designated for any specioc purpose. ## **Going Concern** Having reviewed the results for the period, the closing onancial position and future onancial forecasts, we believe that we have adequate resources to continue in operational existence for the foreseeable future. We believe that there are no material uncertainties that call into doubt our ability to continue in operation. Accordingly, we continue to adopt the 8going concern9 basis in preparing the onancial statements. ## **Future Plans** ## **Horizon Plans** We have recently completed a Horizon Planning Process under our 10 Year Strategic Framework which has resulted in a detailed three-year operational plan for every area of the organisation. These plans are built around six focus areas: Confronting Climate Breakdown Tackling Inequality and its root causes Digital Innovation Enhanced Humanitarian Action Gender Inequality Ways of Working With specioc deoned outcomes for every department in each relevant focus area, we are currently developing metrics for each outcome so that monitoring and evaluation can be facilitated. ## **Income Growth** We will continue to target ways to increase our income to fund our work. Our Institutional Funding team will focus on growing restricted income by successfully applying for grants from a broad range of institutional donors, while our Public Fundraising team will grow our pool of regular donors through effective Face-to-Face and digital fundraising P A G E | 7 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S R E P O R T A N D S T R A T E G I C R E P O R T initiatives. Our Trading division will continue to target growth through careful management of existing shops and targeting opportunities to open new shops where appropriate, while continuing to position Oxfam Ireland as a sustainability partner with unique solutions for Irish and international businesses. ## **Cyber Security and Data Privacy** We are planning to invest further in our systems and procedures to protect our data and comply with relevant legislation and best practice. We recognise that this is an area where there are signiocant risks and continued vigilance, and effort is necessary to ensure that we meet all requirements and that our data is kept safe and private. Our projects to migrate our remaining IT applications into Cloud based solutions continue to make progress with our new onancial system due to go live before the end of December 2024 and our CRM system in 2025. ## **Culture and People** We recognise that our organisational culture continues to develop and change. We are committed to a continuous process of internal communication to develop and improve our culture while ensuring it aligns with and embraces our values. ## **Hybrid Working Environment** We have embraced the ability for staff to combine working remotely as well as in our Belfast and Dublin ofoces. This has allowed us to recruit and retain high calibre teams in critical areas. We plan to continue to develop our systems and procedures to facilitate hybrid working while providing opportunities for regular face to face interaction at frequent intervals. Operationally we will continue to embrace the beneots that hybrid working brings while providing high quality ofoce spaces and regular opportunities for face-to-face meetings. We are continuing with a project to move all of our IT systems into the Cloud to improve security and facilitate remote access. ## **Fraud** Oxfam Ireland does not tolerate fraud and corruption, and we work to prevent, deter, detect and respond to incidences of fraud, theft and corruption supported by specialist staff working globally across programme locations. Our approach and policies aim to make the honest majority feel empowered to tackle fraud and corruption. We accept our operating environment heightens exposure to the risk of fraud and corruption. We do not tolerate fraud, theft, bribery, money-laundering, aid diversion, and nepotism and we are committed to reducing them to an absolute minimum, by ensuring that our systems and practices reduce the risk of occurrences. Suspected or actual cases are vigorously and promptly investigated, and appropriate action taken. If we become aware of an instance of suspected fraud or corruption having occurred, the relevant donor is always informed as soon as possible and kept updated throughout the investigation. During the period to March 2024, there were no signiocant thefts or instances of fraud in our operations. ## **Risk Management** Oxfam Ireland uses a risk management framework to systematically and proactively manage risk across the organisation. Oxfam Ireland faces both internal and external factors that innuence its ability to deliver on its strategic goals. These factors create a degree of uncertainty that can result in positive and negative consequences, and it is critical that they P A G E | 7 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S R E P O R T A N D S T R A T E G I C R E P O R T are managed in a forward-looking manner so that decisions can be made with the relevant information taken into consideration. We believe that effective risk management involves 6 key steps: 1. Preparation and understanding of the context in which the risk assessment is carried out: What are we trying to accomplish? What areas of concern will we be looking at? 2. Identiocation of potential risks and outcomes: What could happen and what would be the result if it did happen? 3. Identiocation and valuing of controls in place which have a mitigating effect on the risk: What is in place now that reduces either the likelihood of the risk occurring or the consequence if the risk does occur? 4. Analysis of the risk in terms of its likelihood to occur and consequence if it does occur thus producing a risk that is either acceptable or unacceptable, this is determined by using the assessment matrix. 5. Development and implementation of an appropriate strategy and action plan to reduce the unacceptable risks: What action can we take to reduce either the likelihood or consequence of the risk? 6. Appropriate monitoring and reporting of the treatment strategy and overall effect of the Risk Management process. The risk principles included in the framework are balance, innovation, future-relevance, transparency and trust. Risk is categorised into eleven areas set out below with the level of appetite Oxfam Ireland attaches to each: |**Risk Area**|**Appetite**| |---|---| |Safeguarding – Sexual exploitation, harassment, abuse|Zero tolerance| |Fraud & Corruption – Aid diversion, shop theft, nepotism|Zero tolerance| |Compliance - legislative requirements, regulatorycodes|Verylow| |Securityof staff andpeople we work with – Health & Safety|Verylow| |Information Systems – Cyber-crime, network failure|VeryLow| |Financial – Goingconcern, stewardshipofpublic funds|Low| |Human Resources – Staff wellbeing,fairness and communication|Low| |Program – Donor requirements, partner selection and management|Medium| |Public Fundraising – legal requirements, public perception|Medium| |Reputational – Safeguarding, working with partners|Medium| |Strategic – flexibility, agility, resourcing, alignment|Medium| A detailed Risk Register is maintained and updated quarterly with input from management across the organisation. A summary of the key risks identioed, and the mitigating actions being taken in each case is reviewed by the Directors at every Board meeting and a detailed review of the full register is carried out annually by the Finance, Audit & Risk Committee. P A G E | 7 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S R E P O R T A N D S T R A T E G I C R E P O R T The principal risks faced by the organisation in the period and the actions taken to manage them were as follows: |**Risk**|**Mitigating Actions**| |---|---| |**Safeguarding**
We completely condemn any form of abuse against
the people we work to protect and support. We
have a zero-tolerance approach to sexual miscon-
duct and will not stand for any kind of harassment
of staff, partners, volunteers or those we serve.|We have several safeguarding policies in operation to prevent
harassment and abuse, including a prevention of sexual exploitation and
abuse policy. Staff are encouraged to raise any concerns they may have
without reprisal, and we have a robust whistleblowing policy in place.
We have robust recruitment processes which involve vetting, reference
checks, probationary periods and adherence to Oxfam’s codes of
practice and conduct, as required by the role.| |**Fraud & Corruption**
The impact of significant instances of fraud and
corruption can immediately reduce the resources
available for our work and impact on our ability to
raise funds in the future by damaging our reputa-
tion with our donors.|To mitigate the risks of significant fraud we maintain strong financial
controls including strict segregation of duties and regular detailed review
of management information against detailed budgets. We have also
implemented a whistleblowing policy to facilitate staff and members of the
public to bring to our attention any activities of concern.| |**Health & Safety of Staff**
The risk of injury or harm to our staff is ever present
and, in some areas, where we work is heightened
by the type of work we do.|To mitigate the risk of injury or harm to our staff we invest in rigorous
health and safety policies and procedures overseen by our own internal
team. We carry out risk assessments regularly and provide appropriate
induction to new staff and frequent training specific to roles in the
organisation.| |**Cybersecurity/Critical IT Systems Failure**
Cyber-attack is an international concern, while
organisations transmit sensitive data across
networks and to other devices over the course of
doing business. As the volume of cyber-attacks
grows, we need to take steps to protect sensitive
business and personal information.|We have policies and processes in place to ensure the confidentiality,
integrity and availability of key data needed to run and manage the
organisation. These help us to carefully balance protection with access,
to identify and manage vulnerabilities, and ensure that we have
appropriate secure backups of data necessary to restore operations in a
worst-case scenario.| ## **Events after the end of the reporting period** There are no adjusting or non-adjusting events after the end of the reporting period. ## **Political contributions** There were no political contributions made during the year. ## **Research and development activities** Oxfam Ireland did not engage in any research and development activities for the year ended 31 March 2024. P A G E | 7 3 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## D I R E C T O R S R E P O R T A N D S T R A T E G I C R E P O R T ## **Statement of Directors responsibilities** The Directors (who are also directors of Oxfam Ireland for the purposes of company law) are responsible for preparing the Directors9 Annual Report and the onancial statements in accordance with applicable law and regulations. Company law requires the Directors to prepare onancial statements for each onancial year. Under that law the Directors have prepared the onancial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law), including FRS 102 Notes Unrestricted Restricted Total Total
funds funds 2024 2023
€’000 €’000 €’000 €’000
Income from
Donations and legacies 5 4,116 333 4,449 5,284
Other trading activities 6 9,088 110 9,198 9,126
Investments 7 76 - 76 41
Charitable activities 8 252 5,712 5,964 6,250
Other income 9 38 - 38 1,120
Total income 13,570 6,155 19,725 21,821
Expenditure on
Raising funds:
Fundraising 10 2,420 20 2,440 1,958
Trading activities 6 8,210 52 8,262 8,244
10,630 72 10,702 10,202
Charitable activities
Overseas programme costs 11 2,266 6,266 8,532 7,487
Advocacy and campaigns 11 863 35 898 693
Marketing and communications 11 241 47 288 269
Exceptional expenditure 36 71 - 71 88
Total expenditure 14,071 6,420 20,491 18,739
Net income for the year (501) (265) (766) 3,082
Transfers between funds - - - -
Unrealised currency movement (62) 5 (57) 68
Net movement in funds (563) (260) (823) 3,150
Reconciliation of funds:
Total funds brought forward 29 8,387 1,372 9,759 6,609
Total funds carried forward 29 7,824 1,112 8,936 9,759
**----- End of picture text -----**
There were no other recognised gains or losses in the current or prior year other than those included in the statement of onancial activities. All income and expenditure derive from continuing activities. The notes on pages 83 to 106 form part of these onancial statements. P A G E | 7 9 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## **Consolidated Balance Sheet as at 31 March 2024** **----- Start of picture text -----**
Notes Total Total
2024 2023
€’000 €’000
Fixed assets
Tangible assets 16 628 566
Investments 18 80 -
708 566
Current assets
Stocks and work in progress 19 57 37
Debtors 20 2,725 2,718
Cash at bank and in hand 21 10,967 10,647
13,749 13,402
Current liabilities
Creditors: amount falling due within one year 22 (5,521) (4,209)
Net current assets 8,228 9,193
Total assets less current liabilities 8,936 9,759
Net assets 8,936 9,759
Funds
Restricted funds 29 1,112 1,372
Designated funds 29 2,665 2,511
Unrestricted funds 29 5,159 5,876
Total charity funds 8,936 9,759
**----- End of picture text -----**
The notes on pages 83 to 106 form part of these onancial statements. On behalf of the Council, _______________________ Prof Mary Murphy Chair _______________________ Andrew McCracken Secretary Date: 8 Sept 2024 P A G E | 8 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## **Company Balance Sheet as at 31 March 2024** **----- Start of picture text -----**
Notes Total Total
2024 2023
€’000 €’000
Fixed assets
Tangible assets 16 357 233
357 233
Current assets
Stocks and work in progress 19 56 35
Debtors 20 373 288
Cash at bank and in hand 21 656 976
1,085 1,299
Current liabilities
Creditors: amount falling due within one year 22 (3,899) (3,179)
Net current liabilities (2,814) (1,880)
Total assets less current liabilities (2,457) (1,647)
Net liabilities (2,457) (1,647)
Funds
Restricted funds 30 201 152
Unrestricted funds 30 (2,658) (1,799)
Total funds (2,457) (1,647)
**----- End of picture text -----**
The notes on pages 83 to 106 form part of these onancial statements. On behalf of the Council, _______________________ Prof Mary Murphy Chair _______________________ Andrew McCracken Director Date: 8 Sept 2024 P A G E | 8 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **----- Start of picture text -----**
Consolidated Statement of Cash Flow for the year ended 31 March 2024
Notes Total Total
2024 2023
€’000 €’000
Net cash provided by / (used in) operating activities 25 597 (210)
Cash flow from investing activities
Purchase of tangible assets 16 (232) (163)
Investments (80) -
Interest received 35 -
Net cash used in investing activities (277) (163)
Cash flow from financing activities
Repayment of bank loans - -
Cash used in financing activities - -
(Decrease) / Increase in cash and cash equivalents in the reporting period 320 (373)
Cash and cash equivalents at the beginning of the reporting period 10,647 11,020
Cash and cash equivalents at the end of the reporting period 10,967 10,647
**----- End of picture text -----**
To read more about our finances and the governance codes we adhere to, VISIT www.oxfamireland.org P A G E | 8 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **1. General Information** These onancial statements comprising the consolidated Statement of Financial Activities, the consolidated Balance Sheet, the company Balance Sheet, the consolidated Statement of Cash Flows and the related notes 1 to 36 constitute the group onancial statements of Oxfam Ireland for the onancial year ended 31 March 2024. Our purpose is to help create lasting solutions to the injustice of poverty. Oxfam Ireland is part of a global movement for change, one that empowers people to create a future that is secure, just, and free from poverty. Oxfam Ireland is a not-for-proot company with charitable status and it is a public beneot entity. It is a company limited by guarantee and is incorporated and domiciled in Northern Ireland with company registration number NI33800. The address of its registered ofoce is Elizabeth House, Suite 1, 116-118 Holywood Road, Belfast BT4 INY. ## **2. Statement of Compliance** The onancial statements have been prepared in accordance with FRS 102 |||||||||||| |---|---|---|---|---|---|---|---|---|---|---| |U|R|T|���|U|R|T|���| |f|f|�|��|������|��|f|f|�|��������|��| |2024|2024|2024|2023|2023| |€’000|€’000|€’000|€’000|€’000|€’000| |Legacies|321|-|321|619|-|619| |Donations, gifts &| |corporate sponsorships|3,795|333|4,128|3,997|668|4,665| |z{|116|333|4,449|4,616|668|5,284| |6. Net income on donated and commercial trading activities| |This represents the net income from the sale of donated goods and commercial trading activity through Oxfam Shops,| |after deduction of operating and administration expenses. Oxfam Ireland believes this most fairly represents the value| |to the charity of donated goods.| |y|otal|Total| |Unrestricted|Restricted| |Trading|Trading| |funds|funds| |Activites|Activites| |2024|2024|2024|2023| |€’000|€’000|€|€| |Turnover from donated goods| |& commercial trading activity|9,088|110|9,198|9,126| |Operating expenses|(7,113)|(52)|(7,165)|(7,137)| |Support costs (note 13)|(1,097)|-|(1,097)|(1,107)| |Net income|878|58|936|882| **----- End of picture text -----**
This represents the net income from the sale of donated goods and commercial trading activity through Oxfam Shops, after deduction of operating and administration expenses. Oxfam Ireland believes this most fairly represents the value to the charity of donated goods. Operating expenses include ¬120,398 (2023: ¬114,876) for depreciation on oxtures and ottings, and leasehold property specioc to the sale of donated goods. ## **7. Investment Income** **----- Start of picture text -----**
|||| |---|---|---| |Total|Total| |2024|2023| |€’000|€’000| |Rent receivable|41|41| |Interest receivable|35|-| |76|41| **----- End of picture text -----**
P A G E | 9 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **8. Income from Charitable Activities** **----- Start of picture text -----**
Unrestricted Restricted Total Unrestricted Restricted Total
funds funds charitable funds funds charitable
2024 2024 funds 2024 2023 2023 funds 2023
€’000 €’000 €’000 €’000 €’000 €’000
Overseas programme grant income 252 5,712 5,964 424 5,826 6,250
Grant income by donor
Government bodies 252 5,712 5,964 424 5,826 6,250
Major donors - - - - - -
252 5,712 5,964 424 5,826 6,250
9. Other Income and Other Gains
Total ‚ otal
| } |~ | }| ƒ
€’000 €
Hosting arrangement 38 75
Miscellaneous income - 1
Insurance claim - 1,044
€ 1,120
Hosting arrangements are provided for under Oxfam9s Global Mobility Policy. They are formal arrangements whereby
Oxfam afoliates undertake to host in their country, staff from other afoliates. These posts are not line managed by the
hosting afoliate but by the original Oxfam afoliate responsible for their recruitment.
10. Costs of raising funds
T T
! " ! "
# # #
€’000 €’000 €’000 €’000 €’000 €’000
Salaries 1,155 - 1,155 969 - 969
Travel and subsistence 4 - 4 3 - 3
Other fundraising costs 616 5 621 289 27 316
Direct fundraising costs:
- Direct marketing 2 15 17 - - -
- Events 59 - 59 112 - 112
- Committed givers 142 - 142 72 - 72
Support costs (note 13) 442 - 442 486 - 486
& & % &'#% $ % &' ()
P A G E | 9 1
**----- End of picture text -----**
O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **11. Charitable activities** **----- Start of picture text -----**
Unrestricted Restricted Total Unrestricted Restricted Total
funds income charitable funds „ …†‡ ˆ‰ charitable
funds funds Š‹ …Œ  funds
2024 2024 2024 2023 2023 2023
€’000 €’000 €’000 €’000 €’000 €’000
Provision of charitable
activities by objective:
Overseas Programme
Grants paid 1,455 5,823 7,278 870 5,621 6,491
Operation costs 629 443 1,072 396 435 831
Governance costs (note 12) 149 - 149 130 - 130
Support costs (note 13) 33 - 33 35 - 35
2,266 6,266 8,532 1,431 6,056 7,487
Advocacy and Campaign
Programme (A&C)
Operation costs 288 13 301 246 14 260
Advocacy and Campaign Programme 537 22 559 377 44 421
Support costs (note 13) 38 - 38 12 - 12
863 35 898 635 58 693
Marketing and
Communications Programme
Operation costs 206 47 253 162 86 248
Support costs (note 13) 35 - 35 21 - 21
241 47 288 183 86 269
12. Governance Costs
Ž otal Ž otal
‘ ’ ‘“
€ €
Legal & professional fees 14 15
Audit fees 30 31
Council expenses 2 3
Other costs 103 81
149 130
**----- End of picture text -----**
Governance costs are fully funded from unrestricted funds. P A G E | 9 2 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **13. Allocation of Support Costs and Overheads** ## **Allocation to activities by number of staff:** **----- Start of picture text -----**
Cost type Total Governance Trading Fundraising Advocacy Overseas Communication
allocated activities activities activities activities programmes activities
€’000 €’000 €’000 €’000 €’000 €’000 €’000
Staff costs 802 - 521 222 26 16 17
Property costs 648 32 416 165 9 13 13
Office running costs 7 - 6 1 - - -
Computer &
equipment costs 174 9 122 35 2 3 3
Legal &
professional expenses 36 1 21 11 1 1 1
Depreciation 21 1 11 8 - - 1
1,688 43 1,097 442 38 33 35
**----- End of picture text -----**
## **In respect of prior year:** **----- Start of picture text -----**
Cost type Total Governance Trading Fundraising Advocacy Overseas Communication
allocated activities activities activities activities programmes activities
€’000 €’000 €’000 €’000 €’000 €’000 €’000
Staff costs 788 - 520 247 - 17 4
Property costs 672 34 415 186 10 13 14
Office running costs 14 1 11 2 - - -
Computer &
equipment costs 189 9 131 40 2 4 3
Legal &
professional expenses 27 1 21 4 - 1 -
Depreciation 17 1 9 7 - - -
1,707 46 1,107 486 12 35 21
**----- End of picture text -----**
These costs have been apportioned among retail activities, fundraising, administration and support costs for the charitable activity programme and include certain employment costs that have been apportioned between Oxfam Ireland and Oxfam Republic of Ireland. P A G E | 9 3 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **14. Analysis of staff costs, Directors Remuneration and Expenses, and the Cost of Key Management Personnel** The average monthly number of persons employed by the company in the onancial year was 174 (2023: 163) analysed as follows. **----- Start of picture text -----**
|||||||| |---|---|---|---|---|---|---| |2024|2023| |Average Number|©|ª« ¬­®|«|¯°|±²|« ¬| |Retail|100|96| |Administration|15|15| |Public Engagement|50|45| |Programme|3|2| |Management|6|5| |174|163| |Members of Oxfam9s Council received no remuneration for their services in the current or previous onancial year.| |Directly incurred out of pocket expenses may be reimbursed. These amounted to ¬nil (2023: 3k). Directly incurred out| |of pocket expenses may be reimbursed.| |Total|œ|otal| |” •” –|” •” ž| |€’000|€| |Staff costs are comprised of:| |Wages and salaries|5,859|5,389| |Social welfare costs|604|551| |Termination costs|-|16| |Pension costs|277|237| |—|˜™ š›|6,193| |These costs have been apportioned among retail activities, fundraising, governance and support costs for the| |charitable activity programme. The salary paid to the CEO amounts to ¬140k (2023: 126k)| |Key management compensation| |Key management includes the Directors and members of senior management. The compensation paid or payable to| |key management for employee services is shown below:| |Ÿ|otal|Ÿ|otal| |¡|¢|¡ ¨| |€|€| |Salary|659|586| |Health Insurance|4|4| |Employer Contributions|56|67| |Pensions|73|46| |£¤¥|£¦§| |P|A|G|E|||9|4| **----- End of picture text -----**
||||O X F A M I R E L A N D | A N N U A L R E P O R T|O X F A M I R E L A N D | A N N U A L R E P O R T|2 0 2 3|- 2 0 2 4|| |---|---|---|---|---|---|---|---| ||N O T E S T O T H E F I N A N C I A L||S T A T E M E N T S||||| ||||||||| ||**The remuneration of higher paid employees**||||||| ||The number of employees whose earnings (excluding pension but including Beneot in Kind) fell into the||||bands|below|| ||were:||||||| |||||0
1234|0
1
234||| |||||**2024**|565
7||| |||||*+,-. /|*+,-. /||| |||€60,000 to €70,000||5||5|| |||€70,001 to €80,000||1||1|| |||€80,001 to €90,000
€90,001 to €100,000||4
-||2
2|| |||€100,001 to €110,000
€110,001 to €120,000||2
-||-
1|| |||€120,001 to €130,000
€130,001 to €140,000
€140,001 to €150,000||1
1
-||1
-
-|| |||||14||³´|| Remuneration includes salary but excludes pension scheme contributions. ## **15. Net Income for the Year** **----- Start of picture text -----**
2024 2023
€’000 €’000
Net income for the year is stated after charging:
**----- End of picture text -----**
|**Net income for theyear is stated after charging:**||| |---|---|---| |Depreciation on tangible fixed assets|176|164| |Stock obsolescence
Operating lease rentals|-|-| |-
Property|1,826|1,865| |Feespayable to the company’s auditors for audit of the financial statements
Audit fee(includingVAT)|30|31| |Non-audit fee – tax services
Realised loss on foreign exchange transactions|1
-|1
3| |Stock recognised as an expense|167|150| P A G E | 9 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S ## **16. Tangible Assets** **----- Start of picture text -----**
89:; < Leasehold Furniture Equipment Motor
property and fixtures vehicles Total
€ €’000 €’000 €’000 €’000
Cost
At 1 April 2023 2,075 3,400 1,588 118 7,181
Currency movements 44 4 30 1 79
Additions 154 9 60 9 232
Disposal - - - - -
At 31 March 2024 2,273 3,413 1,678 128 7,492
Accumulated depreciation
At 1 April 2023 (1,731) (3,281) (1,485) (118) (6,615)
Currency movements (39) (4) (29) (1) (73)
Charge for the year (94) (28) (54) - (176)
- - - - -
Disposal
At 31 March 2024 (1,864) (3,313) (1,568) (119) (6,864)
Net book values
At 1 April 2023 344 119 103 - 566
At 31 March 2024 409 100 110 9 628
**----- End of picture text -----**
**----- Start of picture text -----**
Company Leasehold Furniture Equipment Motor
property and fixtures vehicles Total
€’000 €’000 €’000 €’000 €’000
Cost
At 1 April 2023 1,489 142 1,016 30 2,677
Currency movements 44 4 30 1 79
Additions 154 4 8 9 175
Disposals - - - - -
At 31 March 2024 1,687 150 1,054 40 2,931
Accumulated depreciation
At 1 April 2023 (1,319) (118) (977) (30) (2,444)
Currency movements (39) (3) (29) (1) (72)
Charge for the year (27) (15) (16) - (58)
- - - - -
Disposal
At 31 March 2024 (1,385) (136) (1,022) (31) (2,574)
Net book values
At 1 April 2023 170 24 39 - 233
At 31 March 2024 302 14 32 9 357
**----- End of picture text -----**
P A G E | 9 6 **----- Start of picture text -----**
O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4
N O T E S T O T H E F I N A N C I A L S T A T E M E N T S
µ¶· ¸¹ º» ¼½ ¾»¹½ ¼ ¿¹ ÀÁ ¼ ¿Ã¿ ÄÅ ¿» ¼
Oxfam Ireland has two subsidiary undertakings as follow:
In respect of Oxfam Republic of Ireland, there is common control through one Council for both entities.
Oxfam Republic Oxfam Properties
of Ireland (Ireland) Limited
Nature of organisation: Not for profit, Company Limited Private company limited by shares
by Guarantee
Nature of business The Company is helping to fight poverty and Dormant, ceased in 2018
and activities: inequality. Funding is received from Irish Aid,
the EU and also from their many shops
across the country where they sell clothes.
Registered office: Ground Floor, Portview House, Ground Floor, Portview House,
8 Thorncastle Street, Ringsend, Dublin 4 8 Thorncastle Street, Ringsend, Dublin 4
Country of Incorporation: Republic of Ireland Republic of Ireland
Proportion of holding: 100% 100%
2024 2023
Oxfam Republic of Ireland €’000 €’000
Total assets 13,041 12,435
Total liabilities 4,678 3,480
(Deficit) / Surplus for the year (619) 3,017
Total funds at 31 March ÒÓ ÔÔÕ ÒÓÖ××
µÆ· ¸¹ º» ¼½ ¾»¹ ½ ¼
Financial investments represent the market value of 2,903 shares of Diageo plc donated to the Company as at 31
March 2024.
ÇÈ . S É ÊË Ì Í ÎÊÉ Ï ÊÐ Ñ Ñ
**----- End of picture text -----**
|||||**Group**|**Group**|**Company**|**Company**| |---|---|---|---|---|---|---|---| |||||**2024**|**2023**|**2024**|**2023**| |||||**€’000**|**€’000**|**€’000**|**€’000**| |Finished|goods|for|resale|**57**|37|**56**|35| A provision for stock obsolescence of nil (2022: nil) has been recognised during the year. P A G E | 9 7 **----- Start of picture text -----**
O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4
N O T E S T O T H E F I N A N C I A L S T A T E M E N T S
ØÙÚ ÛÐ Ü ÝÉ ÊÑ
Group Group Company Company
2024 2023 2024 2023
€’000 €’000 €’000 €’000
Prepayments and accrued income 2,595 2,522 289 162
Trade debtors 1 98 - 51
Other debtors 65 34 22 11
VAT repayable 63 64 63 64
2,725 2,718 373 288
All debtors are due within one year. All trade debtors are due within the company9s normal terms, which is 30 days.
Ø Ç .
BC DEF Group Company Company
2024 2023 2024 2023
€ ù €’000 €’000 €’000
Cash on short term deposit GHII I 501 -
Cash and bank balances úûüý þ 10,146 � � 976
ÿ ��� � 10,647 � � 976
ØØÚ ÞÊÐ ßÌ ÝÉ ÊÑà áâÉãÍ ÝÑ ä åææÌ Í Ï ßãÐ çÌ ÝèÌ Í éÍ Ð êÐ å Ê
= >?@A Group Company Company
2024 2023 2024 2023
Group and Company € € ö öö €’000 €’000
Trade creditors ëì í 1,137 óîî 246
Tax and Social Security 210 185 ôî 61
Accrued expenses 2,564 2,622 ñõö 420
Amounts owed to Oxfam ROI (note 27) - - òïö ñô 2,452
Deferred Income (note 23) îïð ñò 265 ÷ -
ñï ñóî 4,209 òïð øø 3,179
The repayment terms of trade creditors vary between on demand and ninety days. No interest is payable on trade
creditors.
**----- End of picture text -----**
Tax and social insurance are subject to the terms of the relevant legislation. Interest accrues on late payment at the rate of 0.0274% (Revenue Commissioners) and 2.6% (HRMC) per month. No interest was due at the onancial year end date. The terms of the accruals are based on the underlying contracts. Other amounts included within creditors not covered by specioc note disclosures are unsecured, interest free and repayable on demand. P A G E | 9 8 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S **----- Start of picture text -----**
2� . D
J K LMN J KLM N Company Company
2024 OPOQ 2024 2023
€ € € €’000
At 1 April 265 2,490 - -
Credited to Statement of Financial Activities (265) (2,490) - -
Deferred during the year 1,853 265 - -
At 31 March 1, 26 -
24� ����� �� �  �
Oxfam Ireland (the Group) has the following onancial instruments:
Total Total
2024 2023
€’000 €’000
Financial assets held at amortised cost
Cash at bank and in hand 10,967 10,647
Trade debtors 1 98
Other debtors 66 34
Financial liabilities held at amortised cost
Trade creditors 894 1,137
Accrued expenses 2,564 2,622
Deferred income 1,853 265
**----- End of picture text -----**
The company has the following onancial instruments: **----- Start of picture text -----**
|||| |---|---|---| |Total|Total| |2024|2023| |€’000|€’000| |Financial assets held at amortised cost| |Cash at bank and in hand|656|976| |Financial liabilities held at amortised cost| |Trade creditors|211|246| |Accrued expenses|560|420| |Amounts owed to Oxfam ROI|3,057|2,452| **----- End of picture text -----**
P A G E | 9 9 **----- Start of picture text -----**
||||||||||||||||||||||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |O|X|F|A|M|I|R|E|L|A|N|D|||A|N|N|U|A|L|R|E|P|O|R|T|2|0|2|3|-|2|0|2|4| |N|O|T|E|S|T|O|T|H|E|F|I|N|A|N|C|I|A|L|S|T|A|T|E|M|E|N|T|S| |!"#|!$ %$ &'|$ "#|"(|) '|*"+ , #|'|$#|-.#|/0|'|"|) '|1&0|3|-%"5|(6|",|78 6|&'|$#|9|:!'|$ +$'|$ 0| |Total|Total| |2024|2023| |€’000|€’000| |Net movement in funds for the reporting period| |(as per the consolidated statement of financial activities)|(823)|3,150| |Adjustments for:| |Depreciation charges|176|164| |Deposit interest receivable|(35)|-| |(Increase) / Decrease in stocks|(20)|54| |Decrease / (Increase) in debtors|(7)|(1,042)| |Increase / (Decrease) in creditors|1,313|(2,545)| |Currency movements|(7)|9| |Net cash provided by / (used in) operating activities|597|(210)| |;|%|&'|/|8|&6'|<|'|6|&#|0|& !'|$"#0|&#|/|.%'|$ ,&'|!"#|'6|"%|%$#9|8|&6'|<| |During the year Oxfam Ireland and Oxfam Republic of Ireland paid various expenses on behalf of each other, representing| |net expenses for personnel employed in both companies and other operating costs. Details of balances are included in| |note 22.| |The Councils for Oxfam Ireland and Oxfam Republic of Ireland respectively are made up of the same individuals.| |With the exception of Oxfam International, Oxfam afoliates are not considered related parties to Oxfam as they are not| |under common control and neither Oxfam nor the afoliates have direct or indirect control over each other. There is no| |ultimate controlling party.| |Key management personnel| |The disclosures in respect of key management compensation are set out in note 14.| |=>|. C| **----- End of picture text -----**
## **Operating leases** At 31 March 2024 the total future minimum lease payments under non-cancellable operating leases are as follows: **----- Start of picture text -----**
|||| |---|---|---| |Total|Total| |2024|2023| |€’000|€’000| |Land & Buildings Operating leases which expire:| |Within one year|1,209|1,231| |In the second to fifth years inclusive|2,968|3,020| |After five years|2,671|2,626| |6,848|6,877| **----- End of picture text -----**
P A G E | 1 0 0 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S =? @ AB CD EF C GFHH E IHB C ID The company operates a deoned beneot scheme for employees which is now closed to new members. The current contributions payable monthly comprise 5 % or 7% of the gross salaries (dependent on level of salary) of participating employees and 11.4% from the employer. The pension fund is part of an Oxfam GB scheme and the company cannot identify its assets and liabilities therefore this has not been disclosed and in accordance with FRS102 Section 28.11A, the plan has been accounted for as a deoned contribution plan. The company has not entered into an agreement with the multi-employer plan that determines how the entity will fund any deocit. As required by FRS102, the deoned beneot liabilities have been measured using the projected unit method. The tables below state the FRS102 actuarial assumptions upon which the valuation of the scheme was based. **----- Start of picture text -----**
At 31 March At 31 March
Financial assumptions
2024 2023
**----- End of picture text -----**
|Rate|of increase in salaries|**%**
2.00|**%**
1.90| |---|---|---|---| |Rate
Rate|of increase ofpensions(deferred and inpayment)
of inflation(RPI)|3.15
3.15|3.18
3.18| |Rate|used to discount scheme liabilities*|4.90|4.87| _*Under FRS102 the rate used to discount scheme liabilities is based on corporate bond yields. The mortality assumptions adopted imply the following life expectancies at age 65._ |**At 31 March**
**2024**
**At 31 March**
**2023**|**At 31 March**
**2024**
**At 31 March**
**2023**| |---|---| |**Years**
**Years**|| ||| |**Non**~~**-**~~**pen**|**sioners:**| |Males
23.2
23.3|| |Females
25.3
25.4|| ||| |**P**
**ensioners:**|| |Males
21.6
21.7|| |Females
23.9
24.0|| |**At 31 March**
**2023**
**At 31 March**
**2022**|| |**£m**
**Scheme assets**
**£m**|| |Equities
0.1
-|| |Government Bonds
120.6
137.2|| |Property
18.8
22.4|| |Cash
19.5
9.4|| |**Total fair value of assets**
**159**~~**.**~~**0**
**169**~~**.**~~**0**|| P A G E | 1 0 1 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 N O T E S T O T H E F I N A N C I A L S T A T E M E N T S The reconciliation of opening and closing balances of the scheme assets and liabilities are set out as follows: **----- Start of picture text -----**
||||| |---|---|---|---| |Fair value of|Present value of|Scheme assets less| |scheme assets|scheme liabilities|scheme liabilities| |£m|£m|£m| |Scheme assets/(liabilities) at the start of the year|169.0|(154.4)|14.6| |Current service cost and expenses|(0.2)|(0.2)|(0.4)| |Experience on plan assets – gain (loss)|(12.3)|-|(12.3)| |Interest income/(cost)|8.1|(7.5)|0.6| |Actuarial gain/ (loss)|-|1.1|1.1| |Contributions by employer|0.7|-|0.7| |-|-|-| |Contributions by scheme participants| |Benefits paid|(6.3)|6.3|-| |Scheme assets/(liabilities) at the end of the year|159.0|(154.7)|4.3| |Unrecognised surplus scheme assets|(4.3)| |-| |Scheme assets/(liabilities) at the end of the year| **----- End of picture text -----**
The total return on scheme assets for the year was £4.3m (2023: £68.7m). A deoned contribution scheme has been established for new employees. The contributions are payable monthly and comprise 5% of the gross salaries of participating employees and 9% from Oxfam Northern Ireland. A separate deoned contribution scheme is set up in the Republic of Ireland where the same contributions apply. The assets of the schemes are held separately from those of the company in an independently administered fund. The annual contributions payable are charged to the proot and loss account. From 1 October 2014 a further Stakeholder deoned contribution pension scheme has also been set up for Northern Ireland employees who prefer not to contribute to the Northern Ireland Oxfam deoned contribution scheme. In this case the employer and employee contribute 2% and 3%. P A G E | 1 0 2 **----- Start of picture text -----**
O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4
N O T E S T O T H E F I N A N C I A L S T A T E M E N T S
JKL MN OP QP R S T R UNR VN WT XY SP X Z[R XV
Restricted Unrestricted Funds Total
Overseas Designated General Total
Programme Reserve Funds Charitable
Funds
€’000 €’000 €’000 €’000
At 1 April 2022 1,024 2,257 3,328 6,609
Total income 6,585 - 15,236 21,821
Total expenditure (6,230) - (12,509) (18,739)
Transfers - 254 (254) -
Currency gains & losses (7) - 75 68
At 31 March 2023 1,372 2,511 5,876 9,759
Total income 6,155 - 13,570 19,725
Total expenditure (6,420) - (14,071) (20,491)
Transfers - 154 (154) -
Currency gains & losses 5 - (62) (57)
At 31 March 2024 1,112 2,665 5,159 8,936
The overseas programmes relate to monies received from various funds which are restricted in nature and are used
to fund our overseas programmes. Funds amounting to ¬154k were transferred to the designated funds to meet the
working capital requirements at the end of the onancial year.
\]^ _`a bc bd e fd g`c hid j g ki lf ei mn b opd qr
Restricted Unrestricted Funds Total
Overseas Designated General Total
Programme Reserve Funds Charitable
Funds
€’000 €’000 €’000 €’000
At 1 April 2022 164 - (1,599) (1,435)
Total income 178 - 3,895 4,073
Total expenditure (183) - (4,170) (4,353)
Gains & losses (7) - 75 68
At 31 March 2023 152 - (1,799) (1,647)
Total income 139 - 3,388 3,527
Total expenditure (95) - (4,185) (4,280)
Gains & losses 5 - (62) (57)
At 31 March 2024 201 - (2,658) (2,457)
**----- End of picture text -----**
P A G E | 1 0 3 **----- Start of picture text -----**
O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4
N O T E S T O T H E F I N A N C I A L S T A T E M E N T S
\s^ td i nj r fr ` u v be trr b er mb ew bbd opd qr
GROUP Unrestricted Designated Restricted Total
Funds Funds Funds Charitable
Funds
€’000 €’000 €’000 €’000
Fixed assets 708 - - 708
Current assets 9,972 2,665 1,112 13,749
Current liabilities (5,521) - - (5,521)
Net assets at 31 March 2024 5,159 2,665 1,112 8,936
Net assets at 31 March 2023 5,876 2,511 1,372 9,759
COMPANY Unrestricted Designated Restricted Total
Funds Funds Funds Charitable
Funds
€’000 €’000 €’000 €’000
Tangible Fixed assets 357 - - 357
Current assets 884 - 201 1,085
Current liabilities (3,899) - - (3,899)
Net assets at 31 March 2024 (2,658) - 201 (2,457)
Net assets at 31 March 2023 (1,799) - 152 (1,647)
**----- End of picture text -----**
P A G E | 1 0 4 **----- Start of picture text -----**
||||||||||||||||||||||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |O|X|F|A|M|I|R|E|L|A|N|D|||A|N|N|U|A|L|R|E|P|O|R|T|2|0|2|3|-|2|0|2|4| |N|O|T|E|S|T|O|T|H|E|F|I|N|A|N|C|I|A|L|S|T|A|T|E|M|E|N|T|S| |\x^|ylfr|k|tfq|opd|qbq|zl`|{|lic|c|br| |2024|2023| |€’000|€’000| |Opening Restricted Irish Aid funds 1 April|20|15| |Income| |Restricted grant income|4,420|4,746| |4,420|4,746| |Expenditure| |Operational Overseas grants| |Democratic Republic of the Congo|500|397| |Ireland/OI|20|-| |Kenya|-|691| |Malawi|681|638| |Occupied Palestine territory and Israel|-|185| |Rwanda|-|322| |Somalia|565|261| |South Sudan|610|397| |Syria|135| |Tanzania|-|(5)| |Uganda|545|857| |Zambia|510|128| |Zimbabwe|545|556| |4,111|4,427| |Management and administration costs|411|314| |4,522|4,741| |Closing restricted Irish Aid funds 31 March|(82)|20| **----- End of picture text -----**
The Group receives a number of funds from donors which are restricted in nature, along with donations from the general public. We acknowledge all forms of donations and thank you. ## **Analysis of Grants 3 Activities & Projects Being Funded** Oxfam Ireland supports development and humanitarian projects while also advocating and campaigning to empower people to realise their rights. In humanitarian responses Oxfam works to ensure provision of clean water and access to safe latrines to prevent spread of disease, helps displaced persons and refugees to understand their rights, access healthcare and participate in income generating enterprises. Oxfam also works to ensure communities build knowledge and capacity and understand markets to ensure they improve access to food and income generation and are better able to withstand future shocks. Where appropriate cash vouchers are also provided to members of disaster affected communities which can be redeemed for food in local markets. P A G E | 1 0 5 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 ## N O T E S T O T H E F I N A N C I A L S T A T E M E N T S A wide range of development projects is supported based on the needs of the local people and include working with police authorities to end violence against women and girls, ensuring women farmers have access to loans and better technology and working with disadvantaged sectors of society to gain access to healthcare and ownership of land. ## **Analysis of Grants 3 Unfulolled Conditions & Contingencies** There are no material unfulolled conditions or contingencies associated with any of the grants in the period. ## || **. S** There have been no events since the balance sheet date, which necessitate revision of the ogures included in the onancial statements, or inclusion of a note thereto. ## } ~ **. M** **----- Start of picture text -----**
At 1 April 2023 Net Cash Flows At 31 March 2024
€’000 €’000 €’000
Cash in hand 10,647 320 10,967
¤ otal ž Ÿ ¢ ¥£ 320 ž Ÿ ¡¢ £
} € ‚ƒ „… „† ‡ ˆ† ‰‚… Š‹ †Œ  „ ‡ Ž „ ‡
At 1 April 2023 Net Cash Flows At 31 March 2024
€’000 €’000 €’000
Cash in hand 976 (320) 656
Total 976 (320) 656
} € ‘’“ „ Š‡ˆ‚ †‹ ” ‘’ Š„† •ˆ ‡–—„
2024 2023
€’000 €’000
Redundancies - 16
Hosting 35 72
Other Expenditure 36 -
} ˜€ ™ ŠŠ —‚ƒ ‹” ‚š ›ˆ† ‹† “ˆ ‹ ” œ‡‹ ‡ „… „† ‡
The onancial statements were approved by the Council on 8th of September 2024
**----- End of picture text -----**
P A G E | 1 0 6 O X F A M I R E L A N D | A N N U A L R E P O R T 2 0 2 3 - 2 0 2 4 **O X F** ™ **M I** ¦ **E L** ™ **N D B E L F** § **S** ¨ **O F F I C E** Oxfam Ireland Elizabeth House, Suite 1, 116-118 Holywood Road, Belfast, BT4 1NY **D** © **B L I N O F F I C E** Oxfam Ireland Portview House Thorncastle Street Ringsend Dublin 4 D04V9Y9 t: +44 (0) 28 9023 0220 t: +353 (0) 1 672 7662 Charity Number (Northern Ireland) XN 89651 Charity Commission for Northern Ireland Charity Number NIC100848 Company Number (Northern Ireland) 33800 Charity Number (Republic of Ireland) 5988 Charities Regulatory Authority Charity Reg. Number 20009946 Company Number (Republic of Ireland) 284292 e: info@oxfamireland.org facebook.com/oxfamireland x.com/OxfamIreland **www.oxfamireland.org** This report is produced on a Sustainable Mixed stock P A G E | 1 0 7